This presentation i have prepared with reference to the "Seven Habits of Highly Effective People" by Stephen Covey and some other studied material to conduct the Leadership Skills training for my second line management team.
The Discomfort Zone: How leaders turn difficult conversations into breakthroughsMarcia Reynolds, PsyD, MCC
This document discusses coaching and leadership skills. It explains that coaching develops people's minds and skills, not just their skills. Coaching is the most effective way to transform oneself and change behaviors. The document discusses how humans learn through their cortical, reptilian, and mammalian brains in response to emotions. Effective coaching involves listening at three levels - what the coach is thinking, what the coachee is saying, and what the coachee isn't saying. Coaches must be self-aware of their own emotional triggers and learn to shift their emotions. Intuitive listening involves the heart, gut, and head to understand coachees beyond just their words. Transformational coaching involves reflecting on assumptions and beliefs to help coachees
Discover the neuroscience behind the physical and emotional impact leaders can have on their teams by having positive celebrations and intelligent conversations.
This document discusses the importance of emotional intelligence for leadership. It argues that traditional views of leadership based on being bold, brave, tough, and resolute do not fit the needs of today's workforce. Modern employees expect autonomy, inclusion, and opportunities for growth. Effective leaders now need skills like self-awareness, self-regulation, empathy, and building relationships. Leaders must apply emotional intelligence to create an organizational climate that promotes innovation, performance, and lasting relationships.
Brent O'Bannon is an executive strengths coach who helps individuals and organizations unlock their potential by discovering their top 5 strengths. He shares the story of his client Brenda, who discovered her strengths through coaching and was able to get a promotion at her job as a result of understanding and applying her strengths. Discovering your strengths provides a new language to talk about what you do well and helps you focus on your natural talents rather than weaknesses, allowing you to achieve more success both personally and professionally.
Diversity is a critical issue for organizations. To devalue and exclude employees because they are different is to also place limitations on their contributions and ability to grow. At its best, diversity is a business strategy that has been shown to increase an organization’s ability to achieve better bottom-line performance and sustain its growth and prosperity.
The document discusses power dynamics in teams and provides strategies to promote equality and empowerment. It begins by defining what makes a great team, including psychological safety where all members feel comfortable sharing ideas without fear of bullying or criticism. It then covers types of hard and soft power people can wield, and how power imbalances can undermine team effectiveness and safety. Specific challenges women may face are acknowledged. The remainder provides advice on how to address power in meetings, including preparing the agenda and team norms in advance, facilitating discussions to involve all members, treating new ideas respectfully, and knowing when to challenge unhelpful behaviors. The goal is to make incremental changes to build rapport, empower all voices, and nudge teams towards more equitable environments over
Executive presence vs personal brandingNishuMahaseth
The document discusses the concepts of executive presence and personal branding. It defines executive presence as the ability to inspire confidence in subordinates, peers, and senior leaders through a blend of competencies and skills. Key components of executive presence include gravitas, body language, tone of voice, appearance, communication skills, and listening skills. Executive presence has three dimensions - style, substance, and character. The document provides tips for enhancing executive presence, such as embracing your unique value, being self-aware, thinking before speaking, using the power of silence, and engaging your audience. It also lists dos and don'ts for developing strong executive presence.
How to Coach Difficult People - Rendy Aries Fajrin & Raka DipuraScrum Day Bandung
This document provides tips for coaching difficult people by discussing different personality types that can be difficult to interact with, including downers, better thans, passives, and tanks. It suggests shifting to a positive perspective by considering difficult people as potential friends, probing with clarifying questions to better understand them, and building curiosity to understand their context rather than judging them. The key message is that difficult people do not truly exist - it is a matter of changing one's own perspective.
The Discomfort Zone: How leaders turn difficult conversations into breakthroughsMarcia Reynolds, PsyD, MCC
This document discusses coaching and leadership skills. It explains that coaching develops people's minds and skills, not just their skills. Coaching is the most effective way to transform oneself and change behaviors. The document discusses how humans learn through their cortical, reptilian, and mammalian brains in response to emotions. Effective coaching involves listening at three levels - what the coach is thinking, what the coachee is saying, and what the coachee isn't saying. Coaches must be self-aware of their own emotional triggers and learn to shift their emotions. Intuitive listening involves the heart, gut, and head to understand coachees beyond just their words. Transformational coaching involves reflecting on assumptions and beliefs to help coachees
Discover the neuroscience behind the physical and emotional impact leaders can have on their teams by having positive celebrations and intelligent conversations.
This document discusses the importance of emotional intelligence for leadership. It argues that traditional views of leadership based on being bold, brave, tough, and resolute do not fit the needs of today's workforce. Modern employees expect autonomy, inclusion, and opportunities for growth. Effective leaders now need skills like self-awareness, self-regulation, empathy, and building relationships. Leaders must apply emotional intelligence to create an organizational climate that promotes innovation, performance, and lasting relationships.
Brent O'Bannon is an executive strengths coach who helps individuals and organizations unlock their potential by discovering their top 5 strengths. He shares the story of his client Brenda, who discovered her strengths through coaching and was able to get a promotion at her job as a result of understanding and applying her strengths. Discovering your strengths provides a new language to talk about what you do well and helps you focus on your natural talents rather than weaknesses, allowing you to achieve more success both personally and professionally.
Diversity is a critical issue for organizations. To devalue and exclude employees because they are different is to also place limitations on their contributions and ability to grow. At its best, diversity is a business strategy that has been shown to increase an organization’s ability to achieve better bottom-line performance and sustain its growth and prosperity.
The document discusses power dynamics in teams and provides strategies to promote equality and empowerment. It begins by defining what makes a great team, including psychological safety where all members feel comfortable sharing ideas without fear of bullying or criticism. It then covers types of hard and soft power people can wield, and how power imbalances can undermine team effectiveness and safety. Specific challenges women may face are acknowledged. The remainder provides advice on how to address power in meetings, including preparing the agenda and team norms in advance, facilitating discussions to involve all members, treating new ideas respectfully, and knowing when to challenge unhelpful behaviors. The goal is to make incremental changes to build rapport, empower all voices, and nudge teams towards more equitable environments over
Executive presence vs personal brandingNishuMahaseth
The document discusses the concepts of executive presence and personal branding. It defines executive presence as the ability to inspire confidence in subordinates, peers, and senior leaders through a blend of competencies and skills. Key components of executive presence include gravitas, body language, tone of voice, appearance, communication skills, and listening skills. Executive presence has three dimensions - style, substance, and character. The document provides tips for enhancing executive presence, such as embracing your unique value, being self-aware, thinking before speaking, using the power of silence, and engaging your audience. It also lists dos and don'ts for developing strong executive presence.
How to Coach Difficult People - Rendy Aries Fajrin & Raka DipuraScrum Day Bandung
This document provides tips for coaching difficult people by discussing different personality types that can be difficult to interact with, including downers, better thans, passives, and tanks. It suggests shifting to a positive perspective by considering difficult people as potential friends, probing with clarifying questions to better understand them, and building curiosity to understand their context rather than judging them. The key message is that difficult people do not truly exist - it is a matter of changing one's own perspective.
Perseverance and Career Success presented by Brian Patrick Jensen at HLAA Conference, June 2016, Washington DC. This presentation offers two models for perseverance and career success when faced with difficult life and workplace challenges:
1.) A "Diversity" model featuring job-specific "Fit for Duty" analysis and "Learn, Apply, Teach" implementation approach to workplace accommodations; and
2.) A "Perseverance" model to overcoming workplace challenges and prejudice and ultimately being better and more successful, despite adversity and obstacles.
Job candidates, employees and business leaders with hearing loss especially "get" this training. Human resource leaders, diversity officers, top executives and and workplace supervisors benefit a practical plan of action to employ diversity and workplace accommodation initiatives.
HLAA Participant feedback scores were consistently "exceptional" and positive.
Learning Feedback with LEGO - The Building Blocks of Giving and Receiving Fee...Arthur Doler
This document provides guidance on effectively giving and receiving feedback. It discusses the different types of feedback (appreciation, coaching, evaluation) and mirrors (supportive, honest). It also covers common feedback triggers related to truth, relationships, and identity. Strategies are presented for unpacking labels, addressing triggers, and having a productive feedback conversation using techniques like active listening and problem solving. The overall message is that feedback is important for growth but often fails due to poor delivery; following best practices can help overcome challenges and make feedback more effective.
This presentation covered understanding and overcoming bias in the workplace. It discussed how unrecognized bias can negatively impact teams and provided case studies to illustrate potential biases. The key messages were that bias is often unintentional and based on life experiences, recognizing bias in oneself and others is important for building strong, diverse teams, and being open to different perspectives is crucial for leveraging diversity.
The document discusses strategies for having difficult conversations when emotions are strong. It defines a difficult conversation as one where there are differing views, strong feelings, and high stakes. It describes how emotions can hijack thinking and prevent listening or problem solving. The strategies presented include recognizing when emotions have taken over, stopping to reflect on needs and interests, restoring a sense of safety, and adopting a mutual learning mindset focused on understanding rather than unilateral control.
YOUR WEAKNESSES DON’T LIE
Others Know Them. Why Don’t You?
Identifying Strengths & Weaknesses. Taking Steps To Improve.
We mostly think positively about ourselves, viewing, working in, and promoting our strengths.
Leadership teachers rightly tell us to play to our strengths because strengths involve our passions, what we do well.
But does anyone tell us to “focus” on our weaknesses?
When leading in challenging situations, we may identify symptoms of our strengths/weaknesses based on our behaviors or results of our behaviors that surface and reactions from others.
hen we identify those things, we should
-Capitalize on strengths
-Recognize symptoms of weaknesses
-Determine weaknesses
-Make necessary changes in ourselves and what we do.
This session will delve into
-Identifying strengths/weaknesses
-Taking steps to improve further on what we do well
-Making changes where necessary.
This document discusses how to measure the core elements needed to attract and retain talented employees. Gallup research found that business units were more productive when employees answered positively to 12 key questions about their workplace. The questions relate to whether employees know what is expected of them, have the necessary tools and materials to do their work, feel their opinions count, and have opportunities to learn and grow. Business outcomes like productivity, profitability, employee retention, and customer satisfaction are correlated to how employees respond to these 12 questions. The document then discusses how great managers select for talent rather than just experience, set the right outcomes rather than steps, focus on strengths over weaknesses, and find the right fit for employees rather than just promoting them up the ladder.
Video: http://bit.ly/fol-fdbk
Feedback is commonly perceived as something that everyone is able to do – who doesn’t have an opinion? However, it’s also very easy to give bad feedback: we all know it when we are on the receiving end. This gets more and more evident when the team grows from two people to a whole company.
Feedback thus becomes a critical skill that can be learned, improved, and mastered. Good feedback skills can improve the quality of the teamwork and the result by a large margin, while bad feedback can grind any team to a halt with confusion if not worse.
This talk will give insights, challenge myths, and provide practical ideas. How can we improve ourselves? How can we plan good feedback in groups?
Do you dread difficult conversations? Avoiding conflict doesn't save relationships. Managing conflict makes them stronger. Learn the tools that turn conflicts into positive outcomes in this workshop-style course with LinkedIn vice president, philosopher of leadership, and influencer Fred Kofman.
Learn more from Fred Kofman's video course here: http://www.lynda.com/Business-Skills-tutorials/Fred-Kofman-Managing-Conflict/423244-2.html
Effective feedback should be specific, describe observable behaviors, judge the actions not the individual, and be delivered respectfully and constructively. It works best when delivered sooner rather than later, focuses on the impact or results of the behavior, and avoids threats, advice-giving or psychoanalyzing unless requested. The goal is to inspire improvement by addressing what was unhelpful or counterproductive in a way that promotes forward progress.
This document discusses how to convert weaknesses into strengths. It defines weakness and strength. It explains that there are two types of mindsets: a growth mindset that embraces learning and a fixed mindset that sees inability as failure. It provides a 5-step process to turn weaknesses into strengths: 1) recognize weaknesses, 2) get guidance from trusted people, 3) prepare well, 4) hire skills you lack, 5) achieve minimum competence in important tasks. Some common weaknesses are also described like addiction, laziness, public speaking anxiety. Benefits of turning weaknesses into strengths include focus, respect from others, health, self-control, getting things done, and happiness.
Multipliers is a national bestseller that explores the differences between good and bad team leaders, identified as Multipliers (the good) and Diminishers (the bad).
Successful leaders invest in the growth of their employees and elevate them to reach their full potential. With this endgame, everybody wins.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
This document discusses performance dialogues between managers and staff. It provides definitions of dialogue and debate, noting that dialogue is collaborative while debate is oppositional. It then gives tips for having effective performance dialogues, including keeping them fact-based, action-oriented, and constructive. The document outlines a three-step process for starting a performance dialogue and discusses qualities like being targeted and starting from mutual understanding. Finally, it provides six models of feedback styles - emotional, avoider, aggressor, nonchalant, therapist, and bureaucrat - and suggests strategies for giving feedback to each style.
What is the proper nature of this boss-employee relationship? At the heart of being a good boss—at Apple, at Google, or anywhere else on earth—is a good relationship. And the term that best describes the optimum state of this relationship is Radical Candor.
Radical Candor is the ability to show you Care Personally about a person you are Challenging Directly. It is a way to give feedback—what I prefer to call guidance—to people you collaborate with, at work and beyond.
MiQ Bengaluru, a top global marketing intelligence firm with a passion for innovation and continuous learning recently did a radical candor workshop.
The leadership team from their Asia Pacific (APAC) offices is focused on making sure MiQ is a great place to work, and the Radical Candor framework really resonated with them. They seized this opportunity to assess and improve how they communicate to their teams and each other, integrating learnings from the Indian, Singaporean, and Australian cultures while together.
This document provides an overview of Heidi Alexandra Pollard's Ambassadors Program on leading and communicating powerfully. The program focuses on understanding individual communication styles and mastering the foundations of IQ, EQ, body language, and vision. It outlines a 4-step process for presenting with confidence and chairing meetings effectively: 1) Be clear on the why, 2) Know your what, 3) Know your how, and 4) Know your who. The program teaches the importance of body language and provides exercises to improve non-verbal communication skills.
How Not to Sabotage Your Negotiating PowerYasmin Davidds
The document is from a book that provides guidance to women on negotiating. It discusses how women often sabotage their own negotiating power through inward doubts and outward behaviors. It identifies common forms of inward sabotage like not asking for what they want or thinking small. It then provides strategies for overcoming these sabotaging behaviors, such as identifying limiting beliefs, letting go of old identities, and experimenting with new behaviors. The document also examines how body language and verbal communication can undermine women's negotiating ability and offers tips for presenting confidence through a strong handshake, limited hand movements, and speaking with clarity instead of weakening messages. Overall, the document aims to empower women to negotiate successfully by overcoming habits of self-doubt and adapting behaviors
Do you think you get enough feedback about how you can be more effective from your boss?.... Your team probably thinks the same about you.
Receiving good feedback gives you powerful information that can dramatically decreases the time required to master a skill or help you blow down the barriers that prevent you from getting to the next level. If only you knew.
How Not to Sabotage Your Negotiating Power Yasmin Davidds
The document is from a book that provides guidance to women on negotiating. It discusses how women often sabotage their own negotiating power through inward doubts and outward behaviors. It identifies common forms of inward sabotage like not asking for what they want or thinking small. It also examines body language mistakes women make, like physically condensing themselves or nodding too much. The book provides tips to combat both inward and outward sabotage such as claiming personal power, interrupting when needed, and using a firm handshake. It emphasizes that overcoming sabotage takes identifying issues, reflecting on how to change, experimenting with new behaviors, and not allowing others to define you or your abilities.
Aspire Leadership Presence and Impact Workshop SlidesDr Sam Collins
This document discusses leadership presence and impact. It introduces the Aspire 2022 Presence and Impact Model, which focuses on authenticity, activity, agility, and authority. Authenticity involves knowing yourself through understanding your strengths, talents, and passions. Authority requires having knowledge and expertise to demonstrate thought leadership. The document provides tips for women to develop their presence and impact, such as challenging themselves, drawing out other women, and addressing interruptions. It emphasizes adapting communication style to continue having influence.
The document provides an overview of a leadership fundamentals training session. The session includes an opening prayer and message, objectives to assess leadership readiness and improve skills. Characteristics of good leaders are discussed, including being a good listener, focused, organized, available, inclusive of others, decisive, and confident. Key leadership qualities like problem solving, decision making, accountability, and people management are also covered. The document outlines strategies for dealing with different personality types on a team, such as overly talkative, quiet, arguing, and complaining members.
Perseverance and Career Success presented by Brian Patrick Jensen at HLAA Conference, June 2016, Washington DC. This presentation offers two models for perseverance and career success when faced with difficult life and workplace challenges:
1.) A "Diversity" model featuring job-specific "Fit for Duty" analysis and "Learn, Apply, Teach" implementation approach to workplace accommodations; and
2.) A "Perseverance" model to overcoming workplace challenges and prejudice and ultimately being better and more successful, despite adversity and obstacles.
Job candidates, employees and business leaders with hearing loss especially "get" this training. Human resource leaders, diversity officers, top executives and and workplace supervisors benefit a practical plan of action to employ diversity and workplace accommodation initiatives.
HLAA Participant feedback scores were consistently "exceptional" and positive.
Learning Feedback with LEGO - The Building Blocks of Giving and Receiving Fee...Arthur Doler
This document provides guidance on effectively giving and receiving feedback. It discusses the different types of feedback (appreciation, coaching, evaluation) and mirrors (supportive, honest). It also covers common feedback triggers related to truth, relationships, and identity. Strategies are presented for unpacking labels, addressing triggers, and having a productive feedback conversation using techniques like active listening and problem solving. The overall message is that feedback is important for growth but often fails due to poor delivery; following best practices can help overcome challenges and make feedback more effective.
This presentation covered understanding and overcoming bias in the workplace. It discussed how unrecognized bias can negatively impact teams and provided case studies to illustrate potential biases. The key messages were that bias is often unintentional and based on life experiences, recognizing bias in oneself and others is important for building strong, diverse teams, and being open to different perspectives is crucial for leveraging diversity.
The document discusses strategies for having difficult conversations when emotions are strong. It defines a difficult conversation as one where there are differing views, strong feelings, and high stakes. It describes how emotions can hijack thinking and prevent listening or problem solving. The strategies presented include recognizing when emotions have taken over, stopping to reflect on needs and interests, restoring a sense of safety, and adopting a mutual learning mindset focused on understanding rather than unilateral control.
YOUR WEAKNESSES DON’T LIE
Others Know Them. Why Don’t You?
Identifying Strengths & Weaknesses. Taking Steps To Improve.
We mostly think positively about ourselves, viewing, working in, and promoting our strengths.
Leadership teachers rightly tell us to play to our strengths because strengths involve our passions, what we do well.
But does anyone tell us to “focus” on our weaknesses?
When leading in challenging situations, we may identify symptoms of our strengths/weaknesses based on our behaviors or results of our behaviors that surface and reactions from others.
hen we identify those things, we should
-Capitalize on strengths
-Recognize symptoms of weaknesses
-Determine weaknesses
-Make necessary changes in ourselves and what we do.
This session will delve into
-Identifying strengths/weaknesses
-Taking steps to improve further on what we do well
-Making changes where necessary.
This document discusses how to measure the core elements needed to attract and retain talented employees. Gallup research found that business units were more productive when employees answered positively to 12 key questions about their workplace. The questions relate to whether employees know what is expected of them, have the necessary tools and materials to do their work, feel their opinions count, and have opportunities to learn and grow. Business outcomes like productivity, profitability, employee retention, and customer satisfaction are correlated to how employees respond to these 12 questions. The document then discusses how great managers select for talent rather than just experience, set the right outcomes rather than steps, focus on strengths over weaknesses, and find the right fit for employees rather than just promoting them up the ladder.
Video: http://bit.ly/fol-fdbk
Feedback is commonly perceived as something that everyone is able to do – who doesn’t have an opinion? However, it’s also very easy to give bad feedback: we all know it when we are on the receiving end. This gets more and more evident when the team grows from two people to a whole company.
Feedback thus becomes a critical skill that can be learned, improved, and mastered. Good feedback skills can improve the quality of the teamwork and the result by a large margin, while bad feedback can grind any team to a halt with confusion if not worse.
This talk will give insights, challenge myths, and provide practical ideas. How can we improve ourselves? How can we plan good feedback in groups?
Do you dread difficult conversations? Avoiding conflict doesn't save relationships. Managing conflict makes them stronger. Learn the tools that turn conflicts into positive outcomes in this workshop-style course with LinkedIn vice president, philosopher of leadership, and influencer Fred Kofman.
Learn more from Fred Kofman's video course here: http://www.lynda.com/Business-Skills-tutorials/Fred-Kofman-Managing-Conflict/423244-2.html
Effective feedback should be specific, describe observable behaviors, judge the actions not the individual, and be delivered respectfully and constructively. It works best when delivered sooner rather than later, focuses on the impact or results of the behavior, and avoids threats, advice-giving or psychoanalyzing unless requested. The goal is to inspire improvement by addressing what was unhelpful or counterproductive in a way that promotes forward progress.
This document discusses how to convert weaknesses into strengths. It defines weakness and strength. It explains that there are two types of mindsets: a growth mindset that embraces learning and a fixed mindset that sees inability as failure. It provides a 5-step process to turn weaknesses into strengths: 1) recognize weaknesses, 2) get guidance from trusted people, 3) prepare well, 4) hire skills you lack, 5) achieve minimum competence in important tasks. Some common weaknesses are also described like addiction, laziness, public speaking anxiety. Benefits of turning weaknesses into strengths include focus, respect from others, health, self-control, getting things done, and happiness.
Multipliers is a national bestseller that explores the differences between good and bad team leaders, identified as Multipliers (the good) and Diminishers (the bad).
Successful leaders invest in the growth of their employees and elevate them to reach their full potential. With this endgame, everybody wins.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
This document discusses performance dialogues between managers and staff. It provides definitions of dialogue and debate, noting that dialogue is collaborative while debate is oppositional. It then gives tips for having effective performance dialogues, including keeping them fact-based, action-oriented, and constructive. The document outlines a three-step process for starting a performance dialogue and discusses qualities like being targeted and starting from mutual understanding. Finally, it provides six models of feedback styles - emotional, avoider, aggressor, nonchalant, therapist, and bureaucrat - and suggests strategies for giving feedback to each style.
What is the proper nature of this boss-employee relationship? At the heart of being a good boss—at Apple, at Google, or anywhere else on earth—is a good relationship. And the term that best describes the optimum state of this relationship is Radical Candor.
Radical Candor is the ability to show you Care Personally about a person you are Challenging Directly. It is a way to give feedback—what I prefer to call guidance—to people you collaborate with, at work and beyond.
MiQ Bengaluru, a top global marketing intelligence firm with a passion for innovation and continuous learning recently did a radical candor workshop.
The leadership team from their Asia Pacific (APAC) offices is focused on making sure MiQ is a great place to work, and the Radical Candor framework really resonated with them. They seized this opportunity to assess and improve how they communicate to their teams and each other, integrating learnings from the Indian, Singaporean, and Australian cultures while together.
This document provides an overview of Heidi Alexandra Pollard's Ambassadors Program on leading and communicating powerfully. The program focuses on understanding individual communication styles and mastering the foundations of IQ, EQ, body language, and vision. It outlines a 4-step process for presenting with confidence and chairing meetings effectively: 1) Be clear on the why, 2) Know your what, 3) Know your how, and 4) Know your who. The program teaches the importance of body language and provides exercises to improve non-verbal communication skills.
How Not to Sabotage Your Negotiating PowerYasmin Davidds
The document is from a book that provides guidance to women on negotiating. It discusses how women often sabotage their own negotiating power through inward doubts and outward behaviors. It identifies common forms of inward sabotage like not asking for what they want or thinking small. It then provides strategies for overcoming these sabotaging behaviors, such as identifying limiting beliefs, letting go of old identities, and experimenting with new behaviors. The document also examines how body language and verbal communication can undermine women's negotiating ability and offers tips for presenting confidence through a strong handshake, limited hand movements, and speaking with clarity instead of weakening messages. Overall, the document aims to empower women to negotiate successfully by overcoming habits of self-doubt and adapting behaviors
Do you think you get enough feedback about how you can be more effective from your boss?.... Your team probably thinks the same about you.
Receiving good feedback gives you powerful information that can dramatically decreases the time required to master a skill or help you blow down the barriers that prevent you from getting to the next level. If only you knew.
How Not to Sabotage Your Negotiating Power Yasmin Davidds
The document is from a book that provides guidance to women on negotiating. It discusses how women often sabotage their own negotiating power through inward doubts and outward behaviors. It identifies common forms of inward sabotage like not asking for what they want or thinking small. It also examines body language mistakes women make, like physically condensing themselves or nodding too much. The book provides tips to combat both inward and outward sabotage such as claiming personal power, interrupting when needed, and using a firm handshake. It emphasizes that overcoming sabotage takes identifying issues, reflecting on how to change, experimenting with new behaviors, and not allowing others to define you or your abilities.
Aspire Leadership Presence and Impact Workshop SlidesDr Sam Collins
This document discusses leadership presence and impact. It introduces the Aspire 2022 Presence and Impact Model, which focuses on authenticity, activity, agility, and authority. Authenticity involves knowing yourself through understanding your strengths, talents, and passions. Authority requires having knowledge and expertise to demonstrate thought leadership. The document provides tips for women to develop their presence and impact, such as challenging themselves, drawing out other women, and addressing interruptions. It emphasizes adapting communication style to continue having influence.
The document provides an overview of a leadership fundamentals training session. The session includes an opening prayer and message, objectives to assess leadership readiness and improve skills. Characteristics of good leaders are discussed, including being a good listener, focused, organized, available, inclusive of others, decisive, and confident. Key leadership qualities like problem solving, decision making, accountability, and people management are also covered. The document outlines strategies for dealing with different personality types on a team, such as overly talkative, quiet, arguing, and complaining members.
Bringing Out the Best in People discusses 10 ways to bring out the best in others. These include growing one's emotional intelligence, giving and earning trust and respect through sincerity and competence, having positive expectations of others, understanding others' needs, establishing high standards, creating a safe environment for failures, recognizing achievements, allowing for personal problems, and keeping one's own motivation high. The document provides explanations and examples for each strategy to effectively motivate teams and individuals.
Supervisory training for Housekeeping Supervisors nilesh p
This document provides an overview of a training session for supervisors. It begins with some rules for the training, including being on time and focused. An icebreaker game is described where groups find 3 uncommon things they have in common. Various topics are then covered, including self-improvement, responsibilities of supervisors, effective communication, leadership qualities, teamwork, dealing with complaints, and creating a positive work environment. Diagrams and quotes are provided to illustrate key points. Activities like roleplays are used to help trainees practice skills like handling complaints. The training emphasizes developing the right attitude and emphasizes qualities like empathy, vision, and communication skills in supervisors.
This document provides summaries of leadership and management concepts from over 100 business books. It discusses key leadership traits like courage, inclusion, competence and clarity. It also covers managing compassionately, setting appropriate context for employees, hiring the right people based on personal characteristics, motivation, skills and knowledge. Additional sections provide advice on feedback, expectations, celebrating successes, upgrading your team, and keeping employees focused on priorities.
This document discusses Transactional Analysis and behavior drivers. It provides information on:
1. Transactional Analysis, which is a system developed in 1958 by Eric Berne to improve communication and understand human behavior. It focuses on strokes, ego states, and transactions between people.
2. The concept of strokes, which are units of attention that can be given to praise what someone does or who they are.
3. Ego states consisting of parent, adult, and child aspects that influence a person's behaviors, thoughts, and feelings.
4. Five common behavior drivers - Be Perfect, Please People, Be Strong, Try Hard, and Hurry Up - that shape a person's internal messages and tendencies
One this is confirmed that if we want to progress in our career or sustain in our career, we have to identify and practice Soft Skills. Many of us confused about Soft Skills. In this presentation, we will be able to understand the 12 most important pillars of Soft Skills.
Aspire Leadership Presence and Impact Slides Sam Collins
This document discusses leadership presence and impact. It introduces the Aspire 2023 Presence and Impact Model, which focuses on authenticity, activity, agility, and authority. Authenticity involves knowing yourself and acting on your core values. Activity means seizing opportunities and taking action. Agility is knowing when to adapt your approach. Authority is having expertise and impact. The document provides tips for developing these skills, such as challenging biases, speaking up, finding allies, and addressing interruptions. It stresses taking action through developing an action plan and commitment to goals.
Aspire Inspirational Leadership Toolkit SlidesJuly2022.pdfDr Sam Collins
This document appears to be from a leadership workshop focused on emotional well-being, authentic leadership, courageous purpose, and mapping horizons. The summary is:
The document provides exercises and discussions around defining one's authentic leadership signature, managing burnout, finding purpose in one's work, and visualizing future goals. It encourages participants to reflect on their strengths and blind spots to maximize their leadership impact and influence over others. Various leadership archetypes like collaborator, sage, warrior, and pioneer are explored to help people understand their natural leadership style.
An employee can prepare for a leadership role by developing key skills like communication, emotional intelligence, motivation, teamwork, decision making, and problem solving. It is also important to deliver results through others, trust your team members, be authentic, seek to understand others, take action and responsibility, lead visibly, and treat all people with fairness and respect. Developing these abilities along with clarity of vision, strong performance, and good relationships can help an employee effectively transition into a leadership position.
This document outlines an agenda for a training on leadership and management skills. It will cover best practices, the differences between leadership and management, developing people skills, building high-performing teams, dealing with challenges, coaching, and tools for improving performance. Attendees will learn practical tools, insights, and techniques to enable them to lead more effectively, especially under pressure. Communication, developing trust, and creating an environment where people feel valued and can take ownership are emphasized.
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It's all about leadership...
1. Lets Join Hands
And Move Towards
Success
SKILLS THAT CAN TAKE YOU
TO THE PINNACLE
2. Four Dimensions of Relational
Work
Matching Tasks
to Interpersonal
Skills
3. Right Choice
You've just finished a phone call
with a potential client, and she's
agreed to a face-to-face sales
meeting with someone at your
company.
But who is the right person
to send to this important
meeting?
4. What Are the Four Dimensions?
RIGHT
CHOICE
INFLUENCE
INTERPERSONAL
FACILITATION
RELATIONAL
CREATIVITY
TEAM
LEADERSHIP
5. Influence
People who are strong in this
dimension enjoy being able
to influence others.
They're great at NEGOTIATING
and PERSUADING,
They love to be knowledgeable and full
of ideas that they can share.
7. Relational Creativity
People who are strong in this
dimension are masters at using
pictures and words to create
emotion, build relationships, or
motivate others to act.
Influencing involves person-to-
person interaction, while
relational creativity occurs
from a distance.
9. Assessing the Four Dimensions
Listen carefully
Notice how the Structure
person makes your
you feel conversation
around a
specific skill
Ask when the
person experiences
"flow"
10. Reward
Your Team
As well as using the four dimensions to build
your team, and assign tasks and projects to
the most appropriate people, you can also use
the model to reward your team effectively.
Relational work is often
ignored or undervalued.
But these interpersonal
traits are what make the
organization function
effectively.
11. How Good Are Your Leadership
Skills?
http://www.mindtools.com/pages/article/new
LDR_50.htm
ASSESS YOURSELF
12. Score Comment
18-34 You need to work hard on your leadership
skills. The good news is that if you use more of
these skills at work, at home, and in the
community, you'll be a real asset to the people
around you. You can do it – and now is a great
time to start!
35-52 You're doing OK as a leader, but you have the
potential to do much better. While you've built
the foundation of effective leadership, this is
your opportunity to improve your skills, and
become the best you can be.
53-90 Excellent! You're well on your way to becoming
a good leader. However, you can never be too
good at leadership or too experienced
13. LEADERSHIP
A simple definition of leadership is that
leadership is the art of motivating a
group of people to act towards achieving
a common goal.
“Leadership is the
capacity to translate
vision into reality”
Men Of Honor 12 Steps Scene.avi
14. Three Basic functions that a
leader performs:
1. Organizational
2. Interpersonal
3. Decisional
16. Adaptability / Acceptance
Adaptability or flexibility
means being able to change as
circumstances require it.
Men are born soft and supple;
dead they are stiff and hard...
Thus whoever is stiff and
inflexible is a disciple of death.
Whoever is soft and yielding is
a disciple of life.
17. Proactive Attitude
“Responsibilities gravitate to
the people who can shoulder
them”
Become response –able
I can. I will. I prefer.
A leader is one who knows the way,
goes the way, and shows the way.
—John Maxwell
18. Begin With The End in Mind
Decide where you want to go.
Draw up a map to get there.
Have the end in mind because you are at
critical crossroads in life, and the choices
you make can affect your future
tremendously.
19. Why Goal Setting?
Desires Become Strong When They
Are Supported By:
Direction
Dedication
Determination
Discipline
Deadliness
20. Put first things first
Time Management
“A Minute Of Extra
Thinking Beforehand Can
Save Hours Of Worry
Later”
Its about life management as well--your
purpose, values, roles, and priorities.
21. THINK win-win
WHEN WE SERVE OUR CUSTOMERS, OUR
FAMILIES, OUR EMPLOYER AND
EMPLOYEES WE AUTOMATICALLY WIN
There are several mindsets that are a
detriment to a happy lifestyle such as
thinking:
win-lose, lose-win, or lose-lose.
22. Seek First to Understand than to be
Understood
Communication Skills
Why Listening?
“Become a good listener, then you will
respond else you may react”
HO-HUM.
23. Communication Skills
If you listen someone carefully, you tend to
respond in one of four ways:
Evaluating: You judge and then either
agree or disagree.
Probing: You ask questions from your
own frame of reference.
Advising: You give counsel, advice, and
solutions to problems.
Interpreting: You analyze others' motives
and behaviors based on your
own experiences
24. Listening Skills
“YOU WILL PLEASE PEOPLE MORE BY LISTENING TOTHEM
THAN BY TALKING TO THEM”
Do the following words describe the feeling of not being
listened to?
Neglected Rejected Dejected Let down Unimportant
Small Ignored Belittled Annoyed Stupid
Worthless Embarrassed Demotivated Disheartened
Do the following words describe the feeling of being
LISTENED to?
Important Pleased Satisfied Worthwhile
Cared for Good Happy Appreciated
Encouraged Inspired
25. Body Language
“The most important thing in
communication is hearing
what isn’t said”
“Learning is acquired by reading
books, but the much more necessary
learning the knowledge of the world
is only to be acquired by reading
men/women and studying all the
various editions of them.”
26. TEAM WORK - SYNERGIZE
“TEAMWORK IS LESS ‘ME’
AND MORE ‘WE’”
AcTiViTy TiMe
(act witty n tie me)
Coming together is a
beginning. Keeping
together is progress.
Working together is
27. Decision Making
Six essential steps in the
decision-making process:
Establishing a positive decision-
making environment.
Generating potential solutions.
Evaluating the solutions.
Deciding.
Checking the decision.
Communicating and implementing.
28. Importance of Rehearsal!! -
Sharpen Your Axe
Keep Polishing Your
Skills
A man was struggling in the woods to saw down a tree. An old
farmer came by, watched for a while, and then quietly said,
“What are you doing?”“Can‟t you see?” the man impatiently
replied, “I’m sawing down this tree.” “You look exhausted,”
said the farmer. “How long have you been at it?” “Over five
hours, and I’m beat,” replied the man. “This is hard work.”
“That saw looks pretty dull,” said the farmer. “Why don’t
you take a break for a few minutes and sharpen it? I’m sure
it would go a lot faster.” “I don‟t have time to sharpen the
saw,” the man says emphatically. “I’m too busy sawing!
29. MIRRORING
SWOT
Recognize your
SHORTCOMINGS
Can be called as mirroring
Story – crackpot
Resolve to be tender with the young, compassionate with
the aged, sympathetic with the striving and tolerant of the
weak and wrong. Because some time in our lives we
would have been all of these ourselves.
---Lloyd Shearer, 1986
30. POSITIVE ATTITUDE
“It Is Your Attitude, Not Your
Aptitude That Determines Your
Altitude”
The Tripple Es Of Attitude:
Environment
Experience
Education
Spirit/ PD notes
31. The Right Attitude has the
following Characteristics
Reality, risk-taking, and
responsibility
Imagination, innovation, and
integrity
Goals-oriented, graciousness, and
greatness
Habits, health, and humor
Time, thinking, and trusting
32. CONFIDENCE & SELF-ESTEEM
YOU CAN
Do what you want
Achieve what you
wish for
Learn what is good
for you
Bring the best to your
life
BECAUSE
SELF ESTEEM
Builds strong
conviction
Create willingness to
accept responsibility
Build optimistic
attitudes
Makes a person self-
motivated and
ambitious
33. Leaders Pull Rather Than Push
“Inspire and Motivate Others.”
Leaders who are effective at inspiring
others might be described as:
Able to energize people to achieve goals
and objectives.
Can inspire others to high levels of
effort and performance.
Able to bring a high level of energy and
enthusiasm to the group.
34. Always Be Guided By Heart, Passion
& Compassion
ENTHUSIASM
EAGERNESS
AND
KINDNESS
35. Self Analysis – one more time
please!!
“We are what we
repeatedly do.
Excellence is not an
act, but a habit”
http://www.mindtools.com/pages/article/newL
DR_50.htm