SlideShare a Scribd company logo
We must become the change we want to see.- Mahatma Gandhi
What is Leadership?Leadership is the ability to: “express a vision, influence others to achieve results, enable others, encourage cooperation, and be an example.”
Successful leaders are committed to “creating a world to which people want to belong”. Successful leadership involves managing relationships and communicating within a team to move towards a specific goal.
Leadership is not the same thing as management. Management is “getting things done through others.”
Leadership is “getting others to want to do things.” Leadership is intimately tied up with motivating and influencing others.
A good deal of leadership can come from people who are not formal leaders.
Leading is the result of using one’s role and leadership ability to influence others in some way.
True leaders are not “bosses” or “commanders”. Instead of power, true leadership comes from influence, congruence and integrity.
Strengthening your leadership ability can help you improve your capacity to achieve results and reach personal or organizational outcomes.
Leadership Field Guide Table of ContentsModel the Way aka Walk the TalkInspire with Your Vision of the FutureChallenge the Process – Change/Grow/ImproveEnable Others to Act – Empower/CollaborateEncourage the Heart – Celebrate!
Model the Way First, find your voice by clarifying and communicating your personal valuesThen, set the example by aligning your actions with your valuesWalk the Talk!
Do What You SayBe consistent in how you handle critical incidents, how you spend your time, how you recognize and reward, and the stories you tell to build the culture.Model the Way
Bea Professional Be loyal to the organization, perform selfless service, take personal responsibility. Model the Way
Be a professional who possess good character traits Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.
Be a professional who possess good character traits Integrity is measured by what you do when no one is watching you. Don’t compromise.No one can take your integrity—you have to give it away. Don’t –it’s your most prized possession.
Model the WayFocus on ExcellenceFocus on excellence and those around you will follow suit.
Focus on ExcellenceLeaders have GRIT GutsResilienceIntensityTenacity
Focus on ExcellenceWinners contribute to their surroundings; losers complain about them. Winners are problem solvers; losers are problem identifiers. Be a winner.
Focus on ExcellenceWinners forget they’re in a race – they just love to run.Enthusiasm is like a rumor—it spreads fast.Don’t rationalize failure. “Can Do.”
Focus on ExcellenceGreat leaders leave a legacy of excellence in the hearts, minds, and souls of the people they lead.They are trustworthy, earn our respect, and genuinely care about us.
Focus on ExcellenceTheir legacy is the example of excellence that shapes us. They touch our souls. They never ask for anything in return. They embody what it means to be a leader.
Focus on ExcellenceMany leaders get great results, but obtaining great results is not proof of great leadership. For the great leader, great results are merely a byproduct of bringing out the best in others. Such leaders are personal and national treasures. Cultivate them.
Model the WayTend your own gardenMake your functional area the best place it can possibly be. Focus your talents and energies on areas you can directly influence and control.
Tend your own gardenMake life better and more meaningful for those around you. Be committed to excellence in every facet of existence.
Tend your own gardenPick your battles… Beyond our area of control is another area, the area of influence, which we do not control but which we can help shape. Events in the area of influence affect our gardens, but events we control in our gardens can also affect the area of influence.
Tend your own gardenThose who tend their gardens discover that excellence is infectious. People want to be on winning teams, and they want to make their teams winners. Engaging in petty rivalries and jealousies is counterproductive.
Model the WayBe an Expert in the BasicsGreat leaders are great teachers.Your mark on your profession is the quality of the junior leaders who follow you.
Be an Expert in the BasicsPeople expect their leaders to be experts in the basics.
Be an Expert in the BasicsWhen leaders coach, they generate confidence among their subordinates. Leaders learn a great deal about their peoples’ strengths and weaknesses while teaching the basics to them.
Be an Expert in the BasicsAs the leader coaches, the employees get to understand the standards that the leader expects in daily operations.
Be an Expert in the BasicsSet high standards and demand compliance. People appreciate high standards that are uniformly enforced.
Be an Expert in the BasicsNever pass over a mistake.If you do, you have set a new standard.
Be an Expert in the BasicsLeaders must be visible, share hardships, and be the best. Being with your employees sets a great example and demonstrates that you are a leader who cares.
Model the WayBe TrustworthyThe foundation of every healthy relationship is trust.
Be TrustworthyRelationships usually fail because of an actual or perceived breach of trust.
Be TrustworthyA leader must earn trust. Good leaders are worthy of trust.
Be TrustworthyGood leaders earn trust through:Good character and professional competence Creating meaningful goals that generate excitement and coherent plans to meet those goals Sound and timely decisions Setting the exampleUplifting those around them to be betterCaring about others and treating them with respect Good Leaders do the right thing.
Be TrustworthyTrust, which is the foundation of morale, is the first principle of leadership and the emotion that holds an organization together. Trust is the genesis of faith in oneself, one’s co-workers, one’s leaders, and one’s team.
Be TrustworthyMutual trust fosters initiative and instills a greater sense of responsibility. People who trust one another share a bond of faith and understanding.
Be TrustworthyLeaders who trust their subordinates can loosen the reins and unleash creative energies. Mutual trust in competence, discipline, character, and sound judgment is a requirement for independent initiative.
Be TrustworthyThe best leaders use the principle of trust to guide their actions and decisions. Trustworthy leaders create high-performing units that have superb morale.
Model the WayGrow Through FeedbackFeedback is a dialogue among professionals to improve the organization. Good Leaders get feedback from subordinates.
Grow Through FeedbackSubordinates will only tell you the full truth if:They know you are genuine They know disagreement does not equal disrespect They see you take action on their feedback They know that what they say is not going to be held against them
Grow Through FeedbackGive feedback on subordinates’ feedback. Let them know when you implement one of their ideas, and tell them how the idea has improved the unit.
Grow Through FeedbackA good leader has the courage and confidence to be humble, listen to others, set the example, and foster healthy disagreement and the exchange of ideas and insights.
Inspire a Shared VisionEnvision the future by imagining exciting and inspiring possibilitiesA great Leader inspires excited and motivated people to reach for goals which they may not have even dared to dream about on their own.
Envision the future by imagining exciting and inspiring possibilitiesLeaders passionately believe that they can make a difference. They have a desire to make something happen, to change the way things are, to create something that’s never existed before.
Envision the future by imagining exciting and inspiring possibilitiesLeaders envision the future. A vision is a mental picture of what tomorrow will be like. It expresses our highest standards and values. It sets us apart and makes us feel special. It spans years of time and keeps us focused on the future. And, it must appeal to all who have a stake in it.
Inspire a Shared VisionEnlist support of others in a common vision by appealing to shared aspirationsHowever, having a vision of the future isn’t enough. Others must be able to see themselves in that future.
Enlist support of others in a common vision by appealing to shared aspirationsLeaders know what motivates their constituents. They forge a unity of purpose by showing constituents how the vision can meet their needs and serve the common good.
Enlist support of others in a common vision by appealing to shared aspirationsLeaders are personally convinced of the value of the vision and share it with genuine passion and conviction. Enthusiasm is catching. It uplifts people’s spirits.
Inspire a Shared Vision“The very essence of leadership is that you have to have a vision. It's got to be a vision you articulate clearly and forcefully on every occasion.” — Theodore Hesburgh, President of the University of Notre Dame
Challenge the ProcessSearch for opportunities by seeking innovative ways to change, grow and improveExemplary leaders are proactive – they seize the initiative.
Search for opportunities by seeking innovative ways to change, grow and improveLeadership and innovation are nearly synonymous.
Search for opportunities by seeking innovative ways to change, grow and improveLeaders know that people will not change unless they can see how a new policy, process, or program fits with their personal needs. Leaders find ways to make the work of change intrinsically motivating to their constituents.
Search for opportunities by seeking innovative ways to change, grow and improveBecause new and innovative ideas often originate outside the organization – they come from customers, research labs, or other outside sources – leaders use their “outsight” – their ability to perceive external realities – to constantly survey the landscape of technology, politics, economics, demographics, art, religion, and society.
Search for opportunities by seeking innovative ways to change, grow and improveLeaders are open to receiving ideas from anyone and anywhere.
Search for opportunities by seeking innovative ways to change, grow and improve“Try harder” is a sure-fire way to get nowhere when people are doing their best under a prevailing paradigm. Instead of asking your people to try harder, how about asking them to think differently?
Search for opportunities by seeking innovative ways to change, grow and improveAllow people to think in different ways to improve performance, and then unleash them and see what happens.
Search for opportunities by seeking innovative ways to change, grow and improveLook for areas that need improvement, tell people what you want done and why, and then guide them.
Search for opportunities by seeking innovative ways to change, grow and improveThe trust and confidence given to others will be rewarded in their enthusiasm, ownership of standards, and excellence. People will amaze you with their ingenuity, and when they succeed, even partially, praise them in public.
Challenge the ProcessExperiment and take risks by constantly generating small wins and learning from mistakesA leader who promotes creativity and change must have the maturity to accept that not all will turn out well. There is no better way to bring improvement to a halt than to punish someone when honest innovation goes awry. Innovation rarely comes from a unit led by a screamer.
Experiment and take risks by constantly generating small wins and learning from mistakesHumility and courage are complementary qualities and admitting mistakes takes courage. Few people have earned respect who have not admitted mistakes, accepted feedback, or listened to others.
Experiment and take risks by constantly generating small wins and learning from mistakesLeaders must allow mistakes to teach and learn.They must never allow failure.
Experiment and take risks by constantly generating small wins and learning from mistakesReal leaders promote the idea that disagreement does not equal disrespect. The best leaders revel in disagreement because they know that independent thinking is the only way to discover the best solutions to problems.
Experiment and take risks by constantly generating small wins and learning from mistakesIndependent thinking cannot occur in an environment that demands blind obedience.The magic of exchanging ideas is getting to know what and how other people think.Having faith and confidence in each other’s performance in uncertain and ambiguous situations is the key to initiative.
Enable Others to ActFoster collaboration by promoting cooperative goals and building trust“You can’t do it alone” is the mantra of exemplary leaders.You simply can’t get extraordinary things done by yourself.
Foster collaboration by promoting cooperative goals and building trustCollaboration is the master skill that enables teams, partnerships, and other alliances to function effectively. Leaders foster collaboration by promoting cooperative goals and building trust.
Foster collaboration by promoting cooperative goals and building trustAt the very heart of cooperation is trust. Leaders help create a trusting climate by the example they set and through active listening.
Foster collaboration by promoting cooperative goals and building trustCollaboration can be sustained only when leaders promote a sense of mutual reliance – the feeling that we’re all in this together.
Enable Others to ActStrengthen others by sharing power and discretionCreating a climate where people are involved and feel important is at the heart of strengthening others.
Strengthen others by sharing power and discretionIt’s essentially the process of turning constituents into leaders themselves – making people capable of acting on their own initiative.
Strengthen others by sharing power and discretionPeople must have the latitude to make their own decisions. They must work in an environment that both builds their ability to perform a task and promotes a sense of self-confidence.  They must experience a sense of personal accountability so that they can feel ownership for their achievements.
Enable Others to ActDefine clear roles and responsibilitiesClear expectations produce good results. People generally want to do well. When leaders make expectations clear, people tend to rise to the occasion to meet them.
Define clear roles and responsibilitiesWhen you analyze why an individual or unit failed to accomplish what you wanted, the reason is often unclear expectations and poor guidance. Few things are more demoralizing than to believe you have done a good job, only to be told that you have completely missed the mark.
Define clear roles and responsibilitiesArticulate expectations and have subordinates read back (the guidance) for possible correction. If you work for someone who provides fuzzy expectations, read back for possible correction until you know what the person wants.
Define clear roles and responsibilitiesClarifying expectations does not mean handholding or telling people how to do their jobs. Simply express what you want done and why and then unleash your subordinates’ creativity to accomplish the mission.
Define clear roles and responsibilitiesHow much guidance you give depends on the amount of trust and confidence you have in one another.
Define clear roles and responsibilitiesKnowing what to do is knowing the letter of the law; knowing why you do it is knowing its spirit. Making the “what and why” clear enables subordinates to take meaningful initiative, and they might even succeed beyond expectations.
Define clear roles and responsibilitiesEnforcing standards and accountabilities demonstrates that what we say is important and what we do is consistent.Making policies that we do not enforce sends the message that standards are not important.
Define clear roles and responsibilitiesIf discipline means doing what is right, then education is the critical component of discipline.Education helps promote ownership of standards. People will be far more willing to meet standards when they understand their importance and do not regard them as mere harassment.
Enable Others to ActLeave a LegacyGreat leaders leave a legacy of excellence for their unit by creating compellingly effective systems and leaving the systems in place when they, themselves, leave.
Leave a LegacyThe test of the systems’ excellence comes when a leader’s successor arrives. If the successor understands the logic and the effectiveness of the systems the previous leader has put in place and keeps those systems in place, the previous leader will have succeeded.
Leave a LegacyViable systems sustain predictability and balance, and because the best systems do not depend on a leader’s personality, units do not need to reinvent the wheel after every transition. A unit with sound systems in place can sustain excellence over a long period.
Encourage the HeartRecognize contributions by showing appreciation for individual excellenceAccomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions by showing appreciation for individual excellence.
Recognize contributions by showing appreciation for individual excellenceUse thank you notes, smiles, awards, and public praise to demonstrate your appreciation. Leaders love to boast about the achievements of others. They make others feel like winners.
Recognize contributions by showing appreciation for individual excellenceLeaders expect the best of people.Recognition is done in a context of high expectations and clear standards.
Recognize contributions by showing appreciation for individual excellenceBy paying attention, offering encouragement, personalizing appreciation, and maintaining a positive outlook, leaders stimulate, rekindle and focus people’s energies.
Recognize contributions by showing appreciation for individual excellenceCorrect and train people in private, reward them in public.
Encourage the HeartCelebrate the values and victories by creating a spirit of communityGive awards for small group’s successes, and publicize both the groups and their leaders.
Celebrate the values and victories by creating a spirit of communityTry something new and have the maturity to write off mistakes along the way.The road to excellence is not smooth; it is bumpy and full of high adventure; it is fun, painful, daunting, exciting, and rewarding.
Celebrate the values and victories by creating a spirit of communityWhen a project falters, praise the individual publicly for having the guts to try something new.Look for the golden nuggets in the effort that the unit can use, and take the time to see if the effort can be directed onto another area. Chances are you will see plenty of ways to use the innovations and ideas embedded in the project.
Encourage the HeartShow You CareCaring comes in myriad forms, including providing high-quality training, good tools and equipment, and a good quality of life for subordinates and their families.
Show You CareLeaders demonstrate that they care about people as individuals rather than as personnel or “human resources”.
Show You CareGreat leaders do not need to read from a three-by-five card to discuss subordinates’ accomplishments at a promotion, award, or farewell. They visit family members in the hospital. They write letters to spouses after subordinates get awards or promotions, explaining why the person is valuable to the unit and to the organization.
Show You CareWhen leaders demonstrate they truly care, bonds of trust and respect grow stronger. Employees and their families will have confidence that the leader cares.
Show You CareCaring takes time and effort, but then, anything worthwhile takes time and effort. Take the time and effort to show others they are valuable members of the team
Encourage the HeartTreat People With RespectRespect begins with the conviction that all members of the human race are created equal despite differences in appearance, aptitudes, and talents.
Treat People With RespectLeaders must understand the distinction between personal respect and professional respect. People who add more value to the organization deserve and earn more professional respect.
Treat People With RespectProfessional respect requires that we recognize and value the unique contribution of every individual in the organization. Certainly some people, given their talents and dedication, contribute more than others less able or less motivated.
Treat People With RespectTreating people with respect requires us to tell them when they fail to meet our standards. Not correcting a mistake or deficiency sends a subtle message that the individual is not worth our time because s/he is either incapable of meeting standards or not important enough to be bothered with.
Treat People With RespectRespect goes hand-in-hand with caring. When we show subordinates that we care about them, we demonstrate by our actions that we respect them, and we help them grow personally and professionally.
Treat People With RespectPeople want to be treated with respect as human beings and as contributors to the unit. They want to know that their contributions are meaningful and important. When they know they are contributing to the common good, they have a sense of fulfillment.
Treat People With RespectMorale is a function of knowing what you are doing is important, doing it well, and knowing it is appreciated.- Unknown
Leadership

More Related Content

What's hot

Leadership and Personal Development
Leadership and Personal DevelopmentLeadership and Personal Development
Leadership and Personal Development
Barnabas Wol
 
Leadership and management Skills
Leadership and management Skills Leadership and management Skills
Leadership and management Skills
Charles Cotter, PhD
 
Authentic leadership
Authentic leadershipAuthentic leadership
Authentic leadership
TFLI
 
Models for leadership
Models for leadershipModels for leadership
Models for leadership
UXPA International
 
The journey to authentic leadership (aitp)
The journey to authentic leadership (aitp)The journey to authentic leadership (aitp)
The journey to authentic leadership (aitp)
Victor Font
 
Authentic Leadership - Focusing on Strengths and Solutions
Authentic Leadership - Focusing on Strengths and SolutionsAuthentic Leadership - Focusing on Strengths and Solutions
Authentic Leadership - Focusing on Strengths and Solutions
Tim Bright
 
BFBM(8-2016) Bagan great leadership
 BFBM(8-2016) Bagan great leadership BFBM(8-2016) Bagan great leadership
BFBM(8-2016) Bagan great leadership
Hub Myanmar Company Limited
 
10 Leadership Tools
10 Leadership Tools10 Leadership Tools
10 Leadership Tools
LITTLE FISH
 
Lead 9102 Authentic Leadership Jones, Kuehn, Marquise, Wesley
Lead 9102 Authentic Leadership Jones, Kuehn, Marquise, WesleyLead 9102 Authentic Leadership Jones, Kuehn, Marquise, Wesley
Lead 9102 Authentic Leadership Jones, Kuehn, Marquise, Wesley
Shaniqua Jones, MA
 
Leadership workshop
Leadership workshopLeadership workshop
Leadership workshop
Abdulrahman Fady
 
Leadership Style: Strengths Based Leadership
Leadership Style: Strengths Based LeadershipLeadership Style: Strengths Based Leadership
Leadership Style: Strengths Based Leadership
Laurence Yap M.A. (UM) CHRM
 
Leadership Slideshow
Leadership SlideshowLeadership Slideshow
Leadership Slideshow
Gary ✯ Lehman
 
Want to be a Good Leader???? Follow this.......
Want to be a Good Leader???? Follow this.......Want to be a Good Leader???? Follow this.......
Want to be a Good Leader???? Follow this.......
Manikandan Dhanasekaran
 
Qualities Of A Good Leader
Qualities Of A Good LeaderQualities Of A Good Leader
Qualities Of A Good Leader
Daniyal Khan
 
Leadership training module 1
Leadership training module 1Leadership training module 1
Leadership training module 1
Ronie Protacio
 
Effective Leadership
Effective LeadershipEffective Leadership
Effective Leadership
Dr Yvonne Sum, CSP
 
Jackie st germain leadership2
Jackie st germain leadership2Jackie st germain leadership2
Jackie st germain leadership2
Michelle Zadrozny, LMSW
 
The art and science of leadership 6e afsaneh nahavandi test bank
The art and science of leadership 6e afsaneh nahavandi test bankThe art and science of leadership 6e afsaneh nahavandi test bank
The art and science of leadership 6e afsaneh nahavandi test bank
Ivan Olegov
 
Leadership Training
Leadership TrainingLeadership Training
Leadership Training
James Chung
 
Leadership slideshow
Leadership slideshowLeadership slideshow
Leadership slideshow
acornorganic
 

What's hot (20)

Leadership and Personal Development
Leadership and Personal DevelopmentLeadership and Personal Development
Leadership and Personal Development
 
Leadership and management Skills
Leadership and management Skills Leadership and management Skills
Leadership and management Skills
 
Authentic leadership
Authentic leadershipAuthentic leadership
Authentic leadership
 
Models for leadership
Models for leadershipModels for leadership
Models for leadership
 
The journey to authentic leadership (aitp)
The journey to authentic leadership (aitp)The journey to authentic leadership (aitp)
The journey to authentic leadership (aitp)
 
Authentic Leadership - Focusing on Strengths and Solutions
Authentic Leadership - Focusing on Strengths and SolutionsAuthentic Leadership - Focusing on Strengths and Solutions
Authentic Leadership - Focusing on Strengths and Solutions
 
BFBM(8-2016) Bagan great leadership
 BFBM(8-2016) Bagan great leadership BFBM(8-2016) Bagan great leadership
BFBM(8-2016) Bagan great leadership
 
10 Leadership Tools
10 Leadership Tools10 Leadership Tools
10 Leadership Tools
 
Lead 9102 Authentic Leadership Jones, Kuehn, Marquise, Wesley
Lead 9102 Authentic Leadership Jones, Kuehn, Marquise, WesleyLead 9102 Authentic Leadership Jones, Kuehn, Marquise, Wesley
Lead 9102 Authentic Leadership Jones, Kuehn, Marquise, Wesley
 
Leadership workshop
Leadership workshopLeadership workshop
Leadership workshop
 
Leadership Style: Strengths Based Leadership
Leadership Style: Strengths Based LeadershipLeadership Style: Strengths Based Leadership
Leadership Style: Strengths Based Leadership
 
Leadership Slideshow
Leadership SlideshowLeadership Slideshow
Leadership Slideshow
 
Want to be a Good Leader???? Follow this.......
Want to be a Good Leader???? Follow this.......Want to be a Good Leader???? Follow this.......
Want to be a Good Leader???? Follow this.......
 
Qualities Of A Good Leader
Qualities Of A Good LeaderQualities Of A Good Leader
Qualities Of A Good Leader
 
Leadership training module 1
Leadership training module 1Leadership training module 1
Leadership training module 1
 
Effective Leadership
Effective LeadershipEffective Leadership
Effective Leadership
 
Jackie st germain leadership2
Jackie st germain leadership2Jackie st germain leadership2
Jackie st germain leadership2
 
The art and science of leadership 6e afsaneh nahavandi test bank
The art and science of leadership 6e afsaneh nahavandi test bankThe art and science of leadership 6e afsaneh nahavandi test bank
The art and science of leadership 6e afsaneh nahavandi test bank
 
Leadership Training
Leadership TrainingLeadership Training
Leadership Training
 
Leadership slideshow
Leadership slideshowLeadership slideshow
Leadership slideshow
 

Viewers also liked

CAD
CADCAD
Lluvia de ideas mapa
Lluvia de ideas mapaLluvia de ideas mapa
Lluvia de ideas mapa
jduquesoto
 
Fang Shijun: China’s Livestock & Feed Market Review 2010 and Outlook 2011 (en...
Fang Shijun: China’s Livestock & Feed Market Review 2010 and Outlook 2011 (en...Fang Shijun: China’s Livestock & Feed Market Review 2010 and Outlook 2011 (en...
Fang Shijun: China’s Livestock & Feed Market Review 2010 and Outlook 2011 (en...
VIV Corporate
 
Det y elv metanolagua
Det y elv metanolaguaDet y elv metanolagua
Det y elv metanolagua
k4rl411
 
European summertour11
European summertour11European summertour11
European summertour11
Simopekka Silventola
 
NOBLE BS Degree
NOBLE BS DegreeNOBLE BS Degree
NOBLE BS Degree
Jeff Noble
 
Vin_Linkedin
Vin_LinkedinVin_Linkedin
Presencial Feira
Presencial FeiraPresencial Feira
Presencial Feira
guestc3d19b
 
Resposta recurso 13.1.33289 (1)
Resposta recurso 13.1.33289 (1)Resposta recurso 13.1.33289 (1)
Resposta recurso 13.1.33289 (1)
Douglas Fabiano Melo
 
Iklan fashion
Iklan fashionIklan fashion
Iklan fashion
AYub S
 
Mambo - Βασικό Β' - Ντάμα Apollon Dance Studio
Mambo - Βασικό Β' - Ντάμα Apollon Dance StudioMambo - Βασικό Β' - Ντάμα Apollon Dance Studio
Mambo - Βασικό Β' - Ντάμα Apollon Dance Studio
Apollon Dance Studio
 
17297341 Espiritismo Infantil Historia 58
17297341 Espiritismo Infantil Historia 5817297341 Espiritismo Infantil Historia 58
17297341 Espiritismo Infantil Historia 58
Ana Cristina Freitas
 
Fyber_recommendation_letter
Fyber_recommendation_letterFyber_recommendation_letter
Fyber_recommendation_letter
Akarsh Seggemu
 
Amics, parents i enemics del tauró
Amics, parents i enemics del tauróAmics, parents i enemics del tauró
Amics, parents i enemics del tauró
Annatarrats
 
NA Sales Culture
NA Sales CultureNA Sales Culture
NA Sales Culture
onboardingbryce
 

Viewers also liked (20)

CAD
CADCAD
CAD
 
Lluvia de ideas mapa
Lluvia de ideas mapaLluvia de ideas mapa
Lluvia de ideas mapa
 
Fang Shijun: China’s Livestock & Feed Market Review 2010 and Outlook 2011 (en...
Fang Shijun: China’s Livestock & Feed Market Review 2010 and Outlook 2011 (en...Fang Shijun: China’s Livestock & Feed Market Review 2010 and Outlook 2011 (en...
Fang Shijun: China’s Livestock & Feed Market Review 2010 and Outlook 2011 (en...
 
Internal Audit
Internal AuditInternal Audit
Internal Audit
 
Det y elv metanolagua
Det y elv metanolaguaDet y elv metanolagua
Det y elv metanolagua
 
European summertour11
European summertour11European summertour11
European summertour11
 
NOBLE BS Degree
NOBLE BS DegreeNOBLE BS Degree
NOBLE BS Degree
 
Vin_Linkedin
Vin_LinkedinVin_Linkedin
Vin_Linkedin
 
Presencial Feira
Presencial FeiraPresencial Feira
Presencial Feira
 
DrAmizadeh-01
DrAmizadeh-01DrAmizadeh-01
DrAmizadeh-01
 
Test
TestTest
Test
 
Tattooos
TattooosTattooos
Tattooos
 
Resposta recurso 13.1.33289 (1)
Resposta recurso 13.1.33289 (1)Resposta recurso 13.1.33289 (1)
Resposta recurso 13.1.33289 (1)
 
Iklan fashion
Iklan fashionIklan fashion
Iklan fashion
 
Recommendation Letter
Recommendation LetterRecommendation Letter
Recommendation Letter
 
Mambo - Βασικό Β' - Ντάμα Apollon Dance Studio
Mambo - Βασικό Β' - Ντάμα Apollon Dance StudioMambo - Βασικό Β' - Ντάμα Apollon Dance Studio
Mambo - Βασικό Β' - Ντάμα Apollon Dance Studio
 
17297341 Espiritismo Infantil Historia 58
17297341 Espiritismo Infantil Historia 5817297341 Espiritismo Infantil Historia 58
17297341 Espiritismo Infantil Historia 58
 
Fyber_recommendation_letter
Fyber_recommendation_letterFyber_recommendation_letter
Fyber_recommendation_letter
 
Amics, parents i enemics del tauró
Amics, parents i enemics del tauróAmics, parents i enemics del tauró
Amics, parents i enemics del tauró
 
NA Sales Culture
NA Sales CultureNA Sales Culture
NA Sales Culture
 

Similar to Leadership

NA Sales Leadership
NA Sales LeadershipNA Sales Leadership
NA Sales Leadership
onboardingbryce
 
Sales Leadership
Sales LeadershipSales Leadership
Sales Leadership
onboardingbryce
 
Leadership of Fundamentals.pptx
Leadership of Fundamentals.pptxLeadership of Fundamentals.pptx
Leadership of Fundamentals.pptx
HermieReodava
 
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
 
Management & leadership
Management & leadershipManagement & leadership
Management & leadership
Mahmoud Shaqria
 
Deepika.pptx
Deepika.pptxDeepika.pptx
Deepika.pptx
Akhil269877
 
Transformative leadership
Transformative leadershipTransformative leadership
Transformative leadership
drgurudutta
 
Leadership Fundamentals
Leadership FundamentalsLeadership Fundamentals
Leadership Fundamentals
Charmaine Chico
 
Willingness to be a communicator as a Leader on Mindset of the Entrepreneur
Willingness to be a communicator as a Leader on Mindset of the EntrepreneurWillingness to be a communicator as a Leader on Mindset of the Entrepreneur
Willingness to be a communicator as a Leader on Mindset of the Entrepreneur
jane GARDNER
 
Leadership
LeadershipLeadership
Leadership
milindzatale
 
Leadership Information
Leadership InformationLeadership Information
Leadership Information
kangaro10a
 
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert ...
101 qualities of a leader  A Lecture By Mr Allah Dad Khan Agriculture Expert ...101 qualities of a leader  A Lecture By Mr Allah Dad Khan Agriculture Expert ...
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert ...
Mr.Allah Dad Khan
 
Leadership
LeadershipLeadership
Leadership
Aylin Sahin, PhD
 
Leadership qualities.pptx
Leadership qualities.pptxLeadership qualities.pptx
Leadership qualities.pptx
DISHAVAISHNAV5
 
Hrd exercise 2nd._semester
Hrd exercise 2nd._semesterHrd exercise 2nd._semester
Hrd exercise 2nd._semester
Mahendra Chapgai
 
Leadership In Project Management
Leadership In Project ManagementLeadership In Project Management
Leadership In Project Management
hossamweiss
 
Leadership development isha homes
Leadership development   isha homesLeadership development   isha homes
Leadership development isha homes
BuildHr Management Consultants Private Limited
 
The Power of Leadership_ Inspiring Teams to Achieve Success.pdf
The Power of Leadership_ Inspiring Teams to Achieve Success.pdfThe Power of Leadership_ Inspiring Teams to Achieve Success.pdf
The Power of Leadership_ Inspiring Teams to Achieve Success.pdf
eswaralaldevadoss
 
Genuine Traits of Leaders Anyone can possess regardless of Position.pdf
Genuine Traits of Leaders Anyone can possess regardless of Position.pdfGenuine Traits of Leaders Anyone can possess regardless of Position.pdf
Genuine Traits of Leaders Anyone can possess regardless of Position.pdf
TEWMAGAZINE
 
Level Up Your Leadership.pdf
Level Up Your Leadership.pdfLevel Up Your Leadership.pdf
Level Up Your Leadership.pdf
Kumar0800
 

Similar to Leadership (20)

NA Sales Leadership
NA Sales LeadershipNA Sales Leadership
NA Sales Leadership
 
Sales Leadership
Sales LeadershipSales Leadership
Sales Leadership
 
Leadership of Fundamentals.pptx
Leadership of Fundamentals.pptxLeadership of Fundamentals.pptx
Leadership of Fundamentals.pptx
 
Vision For Self & Project Leadership Effectiveness
Vision For Self & Project Leadership EffectivenessVision For Self & Project Leadership Effectiveness
Vision For Self & Project Leadership Effectiveness
 
Management & leadership
Management & leadershipManagement & leadership
Management & leadership
 
Deepika.pptx
Deepika.pptxDeepika.pptx
Deepika.pptx
 
Transformative leadership
Transformative leadershipTransformative leadership
Transformative leadership
 
Leadership Fundamentals
Leadership FundamentalsLeadership Fundamentals
Leadership Fundamentals
 
Willingness to be a communicator as a Leader on Mindset of the Entrepreneur
Willingness to be a communicator as a Leader on Mindset of the EntrepreneurWillingness to be a communicator as a Leader on Mindset of the Entrepreneur
Willingness to be a communicator as a Leader on Mindset of the Entrepreneur
 
Leadership
LeadershipLeadership
Leadership
 
Leadership Information
Leadership InformationLeadership Information
Leadership Information
 
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert ...
101 qualities of a leader  A Lecture By Mr Allah Dad Khan Agriculture Expert ...101 qualities of a leader  A Lecture By Mr Allah Dad Khan Agriculture Expert ...
101 qualities of a leader A Lecture By Mr Allah Dad Khan Agriculture Expert ...
 
Leadership
LeadershipLeadership
Leadership
 
Leadership qualities.pptx
Leadership qualities.pptxLeadership qualities.pptx
Leadership qualities.pptx
 
Hrd exercise 2nd._semester
Hrd exercise 2nd._semesterHrd exercise 2nd._semester
Hrd exercise 2nd._semester
 
Leadership In Project Management
Leadership In Project ManagementLeadership In Project Management
Leadership In Project Management
 
Leadership development isha homes
Leadership development   isha homesLeadership development   isha homes
Leadership development isha homes
 
The Power of Leadership_ Inspiring Teams to Achieve Success.pdf
The Power of Leadership_ Inspiring Teams to Achieve Success.pdfThe Power of Leadership_ Inspiring Teams to Achieve Success.pdf
The Power of Leadership_ Inspiring Teams to Achieve Success.pdf
 
Genuine Traits of Leaders Anyone can possess regardless of Position.pdf
Genuine Traits of Leaders Anyone can possess regardless of Position.pdfGenuine Traits of Leaders Anyone can possess regardless of Position.pdf
Genuine Traits of Leaders Anyone can possess regardless of Position.pdf
 
Level Up Your Leadership.pdf
Level Up Your Leadership.pdfLevel Up Your Leadership.pdf
Level Up Your Leadership.pdf
 

Recently uploaded

Millionaire track government application
Millionaire track government applicationMillionaire track government application
Millionaire track government application
pragyasharma659549
 
Corporate Governance for South African Mining Companies
Corporate Governance for South African Mining CompaniesCorporate Governance for South African Mining Companies
Corporate Governance for South African Mining Companies
James AH Campbell
 
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
maigasapphire
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
Divyanshu56740
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Aggregage
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
dimplekumaridk322
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
projectseasy
 
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual TrainingpptxYou Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
Cynthia Clay
 
Connected Small Boat Protection Solution | July 2024
Connected Small Boat Protection Solution | July  2024Connected Small Boat Protection Solution | July  2024
Connected Small Boat Protection Solution | July 2024
Hector Del Castillo, CPM, CPMM
 
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance UpdatesFamily/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
AishwaryaDoiphode3
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
JairSemexant
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
SalmanTahir60
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
projectseasy
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
emmanuelpulido003
 
Mandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your roleMandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your role
khidalgo2
 
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAAPETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
Newman George Leech
 
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  BankingCheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
itnewsafrica
 

Recently uploaded (20)

Millionaire track government application
Millionaire track government applicationMillionaire track government application
Millionaire track government application
 
Corporate Governance for South African Mining Companies
Corporate Governance for South African Mining CompaniesCorporate Governance for South African Mining Companies
Corporate Governance for South African Mining Companies
 
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in CityGirls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
Girls Call Kharghar 9910780858 Provide Best And Top Girl Service And No1 in City
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
 
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
Don’t Get Left Behind: Leveraging Modern Product Management Across the Organi...
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
 
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual TrainingpptxYou Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
 
Connected Small Boat Protection Solution | July 2024
Connected Small Boat Protection Solution | July  2024Connected Small Boat Protection Solution | July  2024
Connected Small Boat Protection Solution | July 2024
 
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
 
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance UpdatesFamily/Indoor Entertainment Centers Market: Regulation and Compliance Updates
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
 
Mandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your roleMandated reporting powerpoint to help with understanding your role
Mandated reporting powerpoint to help with understanding your role
 
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAAPETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
 
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  BankingCheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
 

Leadership

  • 1. We must become the change we want to see.- Mahatma Gandhi
  • 2. What is Leadership?Leadership is the ability to: “express a vision, influence others to achieve results, enable others, encourage cooperation, and be an example.”
  • 3. Successful leaders are committed to “creating a world to which people want to belong”. Successful leadership involves managing relationships and communicating within a team to move towards a specific goal.
  • 4. Leadership is not the same thing as management. Management is “getting things done through others.”
  • 5. Leadership is “getting others to want to do things.” Leadership is intimately tied up with motivating and influencing others.
  • 6. A good deal of leadership can come from people who are not formal leaders.
  • 7. Leading is the result of using one’s role and leadership ability to influence others in some way.
  • 8. True leaders are not “bosses” or “commanders”. Instead of power, true leadership comes from influence, congruence and integrity.
  • 9. Strengthening your leadership ability can help you improve your capacity to achieve results and reach personal or organizational outcomes.
  • 10. Leadership Field Guide Table of ContentsModel the Way aka Walk the TalkInspire with Your Vision of the FutureChallenge the Process – Change/Grow/ImproveEnable Others to Act – Empower/CollaborateEncourage the Heart – Celebrate!
  • 11. Model the Way First, find your voice by clarifying and communicating your personal valuesThen, set the example by aligning your actions with your valuesWalk the Talk!
  • 12. Do What You SayBe consistent in how you handle critical incidents, how you spend your time, how you recognize and reward, and the stories you tell to build the culture.Model the Way
  • 13. Bea Professional Be loyal to the organization, perform selfless service, take personal responsibility. Model the Way
  • 14. Be a professional who possess good character traits Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination.
  • 15. Be a professional who possess good character traits Integrity is measured by what you do when no one is watching you. Don’t compromise.No one can take your integrity—you have to give it away. Don’t –it’s your most prized possession.
  • 16. Model the WayFocus on ExcellenceFocus on excellence and those around you will follow suit.
  • 17. Focus on ExcellenceLeaders have GRIT GutsResilienceIntensityTenacity
  • 18. Focus on ExcellenceWinners contribute to their surroundings; losers complain about them. Winners are problem solvers; losers are problem identifiers. Be a winner.
  • 19. Focus on ExcellenceWinners forget they’re in a race – they just love to run.Enthusiasm is like a rumor—it spreads fast.Don’t rationalize failure. “Can Do.”
  • 20. Focus on ExcellenceGreat leaders leave a legacy of excellence in the hearts, minds, and souls of the people they lead.They are trustworthy, earn our respect, and genuinely care about us.
  • 21. Focus on ExcellenceTheir legacy is the example of excellence that shapes us. They touch our souls. They never ask for anything in return. They embody what it means to be a leader.
  • 22. Focus on ExcellenceMany leaders get great results, but obtaining great results is not proof of great leadership. For the great leader, great results are merely a byproduct of bringing out the best in others. Such leaders are personal and national treasures. Cultivate them.
  • 23. Model the WayTend your own gardenMake your functional area the best place it can possibly be. Focus your talents and energies on areas you can directly influence and control.
  • 24. Tend your own gardenMake life better and more meaningful for those around you. Be committed to excellence in every facet of existence.
  • 25. Tend your own gardenPick your battles… Beyond our area of control is another area, the area of influence, which we do not control but which we can help shape. Events in the area of influence affect our gardens, but events we control in our gardens can also affect the area of influence.
  • 26. Tend your own gardenThose who tend their gardens discover that excellence is infectious. People want to be on winning teams, and they want to make their teams winners. Engaging in petty rivalries and jealousies is counterproductive.
  • 27. Model the WayBe an Expert in the BasicsGreat leaders are great teachers.Your mark on your profession is the quality of the junior leaders who follow you.
  • 28. Be an Expert in the BasicsPeople expect their leaders to be experts in the basics.
  • 29. Be an Expert in the BasicsWhen leaders coach, they generate confidence among their subordinates. Leaders learn a great deal about their peoples’ strengths and weaknesses while teaching the basics to them.
  • 30. Be an Expert in the BasicsAs the leader coaches, the employees get to understand the standards that the leader expects in daily operations.
  • 31. Be an Expert in the BasicsSet high standards and demand compliance. People appreciate high standards that are uniformly enforced.
  • 32. Be an Expert in the BasicsNever pass over a mistake.If you do, you have set a new standard.
  • 33. Be an Expert in the BasicsLeaders must be visible, share hardships, and be the best. Being with your employees sets a great example and demonstrates that you are a leader who cares.
  • 34. Model the WayBe TrustworthyThe foundation of every healthy relationship is trust.
  • 35. Be TrustworthyRelationships usually fail because of an actual or perceived breach of trust.
  • 36. Be TrustworthyA leader must earn trust. Good leaders are worthy of trust.
  • 37. Be TrustworthyGood leaders earn trust through:Good character and professional competence Creating meaningful goals that generate excitement and coherent plans to meet those goals Sound and timely decisions Setting the exampleUplifting those around them to be betterCaring about others and treating them with respect Good Leaders do the right thing.
  • 38. Be TrustworthyTrust, which is the foundation of morale, is the first principle of leadership and the emotion that holds an organization together. Trust is the genesis of faith in oneself, one’s co-workers, one’s leaders, and one’s team.
  • 39. Be TrustworthyMutual trust fosters initiative and instills a greater sense of responsibility. People who trust one another share a bond of faith and understanding.
  • 40. Be TrustworthyLeaders who trust their subordinates can loosen the reins and unleash creative energies. Mutual trust in competence, discipline, character, and sound judgment is a requirement for independent initiative.
  • 41. Be TrustworthyThe best leaders use the principle of trust to guide their actions and decisions. Trustworthy leaders create high-performing units that have superb morale.
  • 42. Model the WayGrow Through FeedbackFeedback is a dialogue among professionals to improve the organization. Good Leaders get feedback from subordinates.
  • 43. Grow Through FeedbackSubordinates will only tell you the full truth if:They know you are genuine They know disagreement does not equal disrespect They see you take action on their feedback They know that what they say is not going to be held against them
  • 44. Grow Through FeedbackGive feedback on subordinates’ feedback. Let them know when you implement one of their ideas, and tell them how the idea has improved the unit.
  • 45. Grow Through FeedbackA good leader has the courage and confidence to be humble, listen to others, set the example, and foster healthy disagreement and the exchange of ideas and insights.
  • 46. Inspire a Shared VisionEnvision the future by imagining exciting and inspiring possibilitiesA great Leader inspires excited and motivated people to reach for goals which they may not have even dared to dream about on their own.
  • 47. Envision the future by imagining exciting and inspiring possibilitiesLeaders passionately believe that they can make a difference. They have a desire to make something happen, to change the way things are, to create something that’s never existed before.
  • 48. Envision the future by imagining exciting and inspiring possibilitiesLeaders envision the future. A vision is a mental picture of what tomorrow will be like. It expresses our highest standards and values. It sets us apart and makes us feel special. It spans years of time and keeps us focused on the future. And, it must appeal to all who have a stake in it.
  • 49. Inspire a Shared VisionEnlist support of others in a common vision by appealing to shared aspirationsHowever, having a vision of the future isn’t enough. Others must be able to see themselves in that future.
  • 50. Enlist support of others in a common vision by appealing to shared aspirationsLeaders know what motivates their constituents. They forge a unity of purpose by showing constituents how the vision can meet their needs and serve the common good.
  • 51. Enlist support of others in a common vision by appealing to shared aspirationsLeaders are personally convinced of the value of the vision and share it with genuine passion and conviction. Enthusiasm is catching. It uplifts people’s spirits.
  • 52. Inspire a Shared Vision“The very essence of leadership is that you have to have a vision. It's got to be a vision you articulate clearly and forcefully on every occasion.” — Theodore Hesburgh, President of the University of Notre Dame
  • 53. Challenge the ProcessSearch for opportunities by seeking innovative ways to change, grow and improveExemplary leaders are proactive – they seize the initiative.
  • 54. Search for opportunities by seeking innovative ways to change, grow and improveLeadership and innovation are nearly synonymous.
  • 55. Search for opportunities by seeking innovative ways to change, grow and improveLeaders know that people will not change unless they can see how a new policy, process, or program fits with their personal needs. Leaders find ways to make the work of change intrinsically motivating to their constituents.
  • 56. Search for opportunities by seeking innovative ways to change, grow and improveBecause new and innovative ideas often originate outside the organization – they come from customers, research labs, or other outside sources – leaders use their “outsight” – their ability to perceive external realities – to constantly survey the landscape of technology, politics, economics, demographics, art, religion, and society.
  • 57. Search for opportunities by seeking innovative ways to change, grow and improveLeaders are open to receiving ideas from anyone and anywhere.
  • 58. Search for opportunities by seeking innovative ways to change, grow and improve“Try harder” is a sure-fire way to get nowhere when people are doing their best under a prevailing paradigm. Instead of asking your people to try harder, how about asking them to think differently?
  • 59. Search for opportunities by seeking innovative ways to change, grow and improveAllow people to think in different ways to improve performance, and then unleash them and see what happens.
  • 60. Search for opportunities by seeking innovative ways to change, grow and improveLook for areas that need improvement, tell people what you want done and why, and then guide them.
  • 61. Search for opportunities by seeking innovative ways to change, grow and improveThe trust and confidence given to others will be rewarded in their enthusiasm, ownership of standards, and excellence. People will amaze you with their ingenuity, and when they succeed, even partially, praise them in public.
  • 62. Challenge the ProcessExperiment and take risks by constantly generating small wins and learning from mistakesA leader who promotes creativity and change must have the maturity to accept that not all will turn out well. There is no better way to bring improvement to a halt than to punish someone when honest innovation goes awry. Innovation rarely comes from a unit led by a screamer.
  • 63. Experiment and take risks by constantly generating small wins and learning from mistakesHumility and courage are complementary qualities and admitting mistakes takes courage. Few people have earned respect who have not admitted mistakes, accepted feedback, or listened to others.
  • 64. Experiment and take risks by constantly generating small wins and learning from mistakesLeaders must allow mistakes to teach and learn.They must never allow failure.
  • 65. Experiment and take risks by constantly generating small wins and learning from mistakesReal leaders promote the idea that disagreement does not equal disrespect. The best leaders revel in disagreement because they know that independent thinking is the only way to discover the best solutions to problems.
  • 66. Experiment and take risks by constantly generating small wins and learning from mistakesIndependent thinking cannot occur in an environment that demands blind obedience.The magic of exchanging ideas is getting to know what and how other people think.Having faith and confidence in each other’s performance in uncertain and ambiguous situations is the key to initiative.
  • 67. Enable Others to ActFoster collaboration by promoting cooperative goals and building trust“You can’t do it alone” is the mantra of exemplary leaders.You simply can’t get extraordinary things done by yourself.
  • 68. Foster collaboration by promoting cooperative goals and building trustCollaboration is the master skill that enables teams, partnerships, and other alliances to function effectively. Leaders foster collaboration by promoting cooperative goals and building trust.
  • 69. Foster collaboration by promoting cooperative goals and building trustAt the very heart of cooperation is trust. Leaders help create a trusting climate by the example they set and through active listening.
  • 70. Foster collaboration by promoting cooperative goals and building trustCollaboration can be sustained only when leaders promote a sense of mutual reliance – the feeling that we’re all in this together.
  • 71. Enable Others to ActStrengthen others by sharing power and discretionCreating a climate where people are involved and feel important is at the heart of strengthening others.
  • 72. Strengthen others by sharing power and discretionIt’s essentially the process of turning constituents into leaders themselves – making people capable of acting on their own initiative.
  • 73. Strengthen others by sharing power and discretionPeople must have the latitude to make their own decisions. They must work in an environment that both builds their ability to perform a task and promotes a sense of self-confidence. They must experience a sense of personal accountability so that they can feel ownership for their achievements.
  • 74. Enable Others to ActDefine clear roles and responsibilitiesClear expectations produce good results. People generally want to do well. When leaders make expectations clear, people tend to rise to the occasion to meet them.
  • 75. Define clear roles and responsibilitiesWhen you analyze why an individual or unit failed to accomplish what you wanted, the reason is often unclear expectations and poor guidance. Few things are more demoralizing than to believe you have done a good job, only to be told that you have completely missed the mark.
  • 76. Define clear roles and responsibilitiesArticulate expectations and have subordinates read back (the guidance) for possible correction. If you work for someone who provides fuzzy expectations, read back for possible correction until you know what the person wants.
  • 77. Define clear roles and responsibilitiesClarifying expectations does not mean handholding or telling people how to do their jobs. Simply express what you want done and why and then unleash your subordinates’ creativity to accomplish the mission.
  • 78. Define clear roles and responsibilitiesHow much guidance you give depends on the amount of trust and confidence you have in one another.
  • 79. Define clear roles and responsibilitiesKnowing what to do is knowing the letter of the law; knowing why you do it is knowing its spirit. Making the “what and why” clear enables subordinates to take meaningful initiative, and they might even succeed beyond expectations.
  • 80. Define clear roles and responsibilitiesEnforcing standards and accountabilities demonstrates that what we say is important and what we do is consistent.Making policies that we do not enforce sends the message that standards are not important.
  • 81. Define clear roles and responsibilitiesIf discipline means doing what is right, then education is the critical component of discipline.Education helps promote ownership of standards. People will be far more willing to meet standards when they understand their importance and do not regard them as mere harassment.
  • 82. Enable Others to ActLeave a LegacyGreat leaders leave a legacy of excellence for their unit by creating compellingly effective systems and leaving the systems in place when they, themselves, leave.
  • 83. Leave a LegacyThe test of the systems’ excellence comes when a leader’s successor arrives. If the successor understands the logic and the effectiveness of the systems the previous leader has put in place and keeps those systems in place, the previous leader will have succeeded.
  • 84. Leave a LegacyViable systems sustain predictability and balance, and because the best systems do not depend on a leader’s personality, units do not need to reinvent the wheel after every transition. A unit with sound systems in place can sustain excellence over a long period.
  • 85. Encourage the HeartRecognize contributions by showing appreciation for individual excellenceAccomplishing extraordinary things in organizations is hard work. To keep hope and determination alive, leaders recognize contributions by showing appreciation for individual excellence.
  • 86. Recognize contributions by showing appreciation for individual excellenceUse thank you notes, smiles, awards, and public praise to demonstrate your appreciation. Leaders love to boast about the achievements of others. They make others feel like winners.
  • 87. Recognize contributions by showing appreciation for individual excellenceLeaders expect the best of people.Recognition is done in a context of high expectations and clear standards.
  • 88. Recognize contributions by showing appreciation for individual excellenceBy paying attention, offering encouragement, personalizing appreciation, and maintaining a positive outlook, leaders stimulate, rekindle and focus people’s energies.
  • 89. Recognize contributions by showing appreciation for individual excellenceCorrect and train people in private, reward them in public.
  • 90. Encourage the HeartCelebrate the values and victories by creating a spirit of communityGive awards for small group’s successes, and publicize both the groups and their leaders.
  • 91. Celebrate the values and victories by creating a spirit of communityTry something new and have the maturity to write off mistakes along the way.The road to excellence is not smooth; it is bumpy and full of high adventure; it is fun, painful, daunting, exciting, and rewarding.
  • 92. Celebrate the values and victories by creating a spirit of communityWhen a project falters, praise the individual publicly for having the guts to try something new.Look for the golden nuggets in the effort that the unit can use, and take the time to see if the effort can be directed onto another area. Chances are you will see plenty of ways to use the innovations and ideas embedded in the project.
  • 93. Encourage the HeartShow You CareCaring comes in myriad forms, including providing high-quality training, good tools and equipment, and a good quality of life for subordinates and their families.
  • 94. Show You CareLeaders demonstrate that they care about people as individuals rather than as personnel or “human resources”.
  • 95. Show You CareGreat leaders do not need to read from a three-by-five card to discuss subordinates’ accomplishments at a promotion, award, or farewell. They visit family members in the hospital. They write letters to spouses after subordinates get awards or promotions, explaining why the person is valuable to the unit and to the organization.
  • 96. Show You CareWhen leaders demonstrate they truly care, bonds of trust and respect grow stronger. Employees and their families will have confidence that the leader cares.
  • 97. Show You CareCaring takes time and effort, but then, anything worthwhile takes time and effort. Take the time and effort to show others they are valuable members of the team
  • 98. Encourage the HeartTreat People With RespectRespect begins with the conviction that all members of the human race are created equal despite differences in appearance, aptitudes, and talents.
  • 99. Treat People With RespectLeaders must understand the distinction between personal respect and professional respect. People who add more value to the organization deserve and earn more professional respect.
  • 100. Treat People With RespectProfessional respect requires that we recognize and value the unique contribution of every individual in the organization. Certainly some people, given their talents and dedication, contribute more than others less able or less motivated.
  • 101. Treat People With RespectTreating people with respect requires us to tell them when they fail to meet our standards. Not correcting a mistake or deficiency sends a subtle message that the individual is not worth our time because s/he is either incapable of meeting standards or not important enough to be bothered with.
  • 102. Treat People With RespectRespect goes hand-in-hand with caring. When we show subordinates that we care about them, we demonstrate by our actions that we respect them, and we help them grow personally and professionally.
  • 103. Treat People With RespectPeople want to be treated with respect as human beings and as contributors to the unit. They want to know that their contributions are meaningful and important. When they know they are contributing to the common good, they have a sense of fulfillment.
  • 104. Treat People With RespectMorale is a function of knowing what you are doing is important, doing it well, and knowing it is appreciated.- Unknown