The document discusses leadership and influence in the bar business. It explores how leadership is not defined by one's role or title, and can come from anyone. Various styles and aspects of leadership are covered, including vision, influence, fostering leadership in an organization, and self-leadership. The presentation aims to define leadership and discuss how it can be cultivated among bar staff.
The document provides ideas for effective leadership. It discusses the differences between management and leadership, with managers focusing on maintaining the status quo while leaders look forward and create visions. It emphasizes the importance of leadership in rallying people toward a better future. It then offers seven ideas for leadership: 1) creating a clear vision, 2) aligning with values, 3) engaging employees, 4) listening to employees, 5) encouraging new ideas, 6) developing other leaders, and 7) taking action.
The document discusses ways to reinvigorate engagement in the workforce by addressing issues that lead to disengagement. It suggests that disengagement is often systemic due to poor leadership, communication, and lack of meaning and purpose. Some keys to reinvigorating engagement include providing tools and a workplace that supports flexibility, growth, and diversity; focusing on strengths-based leadership and management; and ensuring employees feel emotionally invested through a clear vision, purpose, and transparency.
Insights to Action Application - Wyoming Society of CPAsDan Griffiths
The document discusses the importance of strategic thinking for leadership. It notes that a study of 60,000 leaders found strategic thinking was, on average, 10 times more important to perceptions of effectiveness than other behaviors. It promotes engaging stakeholders, aligning people, and leading change. It also emphasizes making thinking visible, trusting group wisdom, focusing on opportunities, and shifting from advocacy to inquiry. The final section provides background on the speaker, Dan Griffiths, a director of strategic planning at an accounting firm.
Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations.
In an informal survey Karl Bimshas Consulting asked established leaders to rank the leadership attributes they considered crucial for an ideal leader to possess. They were then asked to select which attributes they had.
The document discusses leadership and introduces the concept of a Life Styles Inventory (LSI) assessment. It defines leadership as envisioning strategies to achieve long-term goals, aligning people around a shared mission, and motivating/inspiring through communication of needs and values. The document prompts the reader to complete a self-assessment and have others assess them to gain insight into how they see themselves as a leader and how others perceive them.
Great Leaders Around the World & Their Leadership Stylebadhon11-2104
This presentation discusses leadership styles of several famous leaders such as Tim Cook, MS Dhoni, Larry Page, Jeff Bezos, Che Guevara, Napoleon Bonaparte, and Alexander the Great. It outlines important leadership lessons from each, including the importance of diversity, transparency, admitting mistakes, taking risks, experimentation, and leading from the front. The presentation concludes that true leadership is about inspiring and guiding others by example through opening one's heart.
The document provides ideas for effective leadership. It discusses the differences between management and leadership, with managers focusing on maintaining the status quo while leaders look forward and create visions. It emphasizes the importance of leadership in rallying people toward a better future. It then offers seven ideas for leadership: 1) creating a clear vision, 2) aligning with values, 3) engaging employees, 4) listening to employees, 5) encouraging new ideas, 6) developing other leaders, and 7) taking action.
The document discusses ways to reinvigorate engagement in the workforce by addressing issues that lead to disengagement. It suggests that disengagement is often systemic due to poor leadership, communication, and lack of meaning and purpose. Some keys to reinvigorating engagement include providing tools and a workplace that supports flexibility, growth, and diversity; focusing on strengths-based leadership and management; and ensuring employees feel emotionally invested through a clear vision, purpose, and transparency.
Insights to Action Application - Wyoming Society of CPAsDan Griffiths
The document discusses the importance of strategic thinking for leadership. It notes that a study of 60,000 leaders found strategic thinking was, on average, 10 times more important to perceptions of effectiveness than other behaviors. It promotes engaging stakeholders, aligning people, and leading change. It also emphasizes making thinking visible, trusting group wisdom, focusing on opportunities, and shifting from advocacy to inquiry. The final section provides background on the speaker, Dan Griffiths, a director of strategic planning at an accounting firm.
Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations.
In an informal survey Karl Bimshas Consulting asked established leaders to rank the leadership attributes they considered crucial for an ideal leader to possess. They were then asked to select which attributes they had.
The document discusses leadership and introduces the concept of a Life Styles Inventory (LSI) assessment. It defines leadership as envisioning strategies to achieve long-term goals, aligning people around a shared mission, and motivating/inspiring through communication of needs and values. The document prompts the reader to complete a self-assessment and have others assess them to gain insight into how they see themselves as a leader and how others perceive them.
Great Leaders Around the World & Their Leadership Stylebadhon11-2104
This presentation discusses leadership styles of several famous leaders such as Tim Cook, MS Dhoni, Larry Page, Jeff Bezos, Che Guevara, Napoleon Bonaparte, and Alexander the Great. It outlines important leadership lessons from each, including the importance of diversity, transparency, admitting mistakes, taking risks, experimentation, and leading from the front. The presentation concludes that true leadership is about inspiring and guiding others by example through opening one's heart.
There are three universal reasons why leaders fail to meet expectations: 1) they don't manage resources and events to benefit others, 2) they don't care for, guide and direct others, and 3) they don't exercise foresight to help others. To be a successful leader, one must be a steward who manages resources for others' benefit, a shepherd who cares for and guides others, and a seer who uses foresight to help others. Effective leaders exhibit these three fundamental leadership behaviors.
An estimated INR 4.5 Million* is lost purely on poor collaboration, meetings in a company. The cost
of delayed execution and customer, dissatisfaction is on top of the above.
Working from home and from remote locations inflame these inefficiencies. This is the most
common problem faced by the majority of companies as per our research. Our findings suggest over
35% of meeting time is wasted and unproductive. Some of the large companies have a process,
tools, and even training to address these inefficiencies. However, we found that it is not solving the
problem from the root and rather solving the symptoms. The key questions is: What is the Root
cause and what can be done to address it. Before I detail it out, let me ask you a question, do you
agree with me that each of us has a preferred style of thinking, learning, and interacting
This document discusses leadership and empowering young people to be leaders today. It defines leadership as envisioning the future, empowering others, and doing what needs to be done with integrity. True leadership is not about power over others but working with them. Young people are told they have many powers like initiative, vision, and education, and they can start challenging the status quo now through small actions. The document encourages readers to dream big about how to make a difference and realize their leadership potential.
This document discusses various topics related to leadership including different leadership styles, the differences between leaders and managers/bosses, characteristics of good leadership, theories of leadership, and the importance of communication and feedback. It emphasizes that leadership requires influencing and directing others to accomplish goals, providing vision, being a role model, and inspiring and motivating teams. Effective leaders collaborate with others, think about people first and inspire with caring.
Leadership is difficult to define because of its many responsibilities. To be a good leader, one should be a role model by being knowledgeable, set clear rules and guidelines, and leave room for employee input through feedback and surveys. Leaders should also reward good employee behavior through celebrations and bonding activities to motivate teams and achieve goals on time. Admitting mistakes shows leaders are human, which can gain respect.
The document discusses the importance of human resources and talent to organizational success. Many quotes from business leaders emphasize that people are the most important asset of a company, and that getting the right people and culture is key. The document also discusses how integrating HR strategy with business strategy can help create competitive advantage through developing and motivating talent.
The document summarizes the services offered by Auteur Consulting Company, which focuses on transforming organizations through leadership, talent management, and innovation. It provides coaching and consulting services to help clients identify opportunities, drive differentiation, develop strong leadership, integrate culture and structure, and manage performance. Key services include leadership development, talent management, family business advisory, and performance engineering. Recent client projects are also listed.
Ethical Leadership working session with Metro Fire Cheif Officers Association, Part 2 of 4. Focus on the virtues of ethical leadership, and key underlying values for public safety.
This document provides an overview of a leadership workshop focused on personal leadership style, community collaboration, and effective leadership. The workshop covers key topics such as defining leadership, different communication styles, the ladder of inference concept, sharing versus giving away power, and the importance of collaboration. The overall message is that effective leaders listen to understand different perspectives, consider various personality types, avoid assumptions, empower others through sharing responsibility, and bring people together through meaningful conversations.
The document discusses the three basic characteristics of strong leaders: calling, character, and competency. It states that true leaders have a sense of calling to their task and this calling gives them focus and an artistic drive. Strong character is also important for leaders, which is demonstrated through their daily actions, speech, personality, and behavior. Finally, competency, the ability to successfully perform tasks, is key for leaders as it will be noticed by others and inspire them. Strong leaders know their limits and call on others for help.
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
The document provides an overview of organizational management and leadership. It discusses learning objectives around organizational skills, communication, teamwork, and leadership styles. It defines organizational management as focusing on structured systems and planning, while leadership inspires and motivates people to achieve goals. Different leadership styles are outlined like visionary, coaching, and pace-setting. Principles of effective leaders are provided, such as self-assessment, communication skills, and motivating teams. Examples are given of leaders who developed their organizations through vision, sustainability efforts, and engaging with customers and employees.
This document discusses the concept of leadership and why leading by example is important, especially in Africa. It notes that while Africa has abundant natural resources, its people remain impoverished due to issues like colonialism and ineffective leadership. True leadership is defined as influencing others through inspiration rather than power or position. The document outlines false ideologies that prevent leading by example, like viewing leadership as superiority or defining oneself by position. It proposes ways to lead by example, such as taking responsibility, demonstrating integrity, and living by principles. Leading by example is important as it creates a vision for others to follow, enables economic and political development, shifts paradigms, and raises ethical standards.
Organizations and Individuals That Have Invented New Tools for New TimesPaul Schumann
This document summarizes Paul Schumann's book "Leadership in the Interactive Age" which discusses how leadership must adapt to new technologies. It provides tools for developing leadership skills like using intellectual, responsive and intuitive perceptual tools. It also discusses how leaders must learn introspection to help organizations and individuals transform. Leaders are encouraged to continuously re-create their mental maps and connect with others to fully develop their leadership potential in this new interactive age.
This document contains 10 hiring quotes that provide advice around selecting and hiring employees. Some of the key points expressed are to hire the best people as that is the most important task; to ensure new hires genuinely want the job and not just the money; and that time spent on hiring is an important investment as hiring the right people is what ultimately drives business success more than any other factor.
This document outlines a presentation that discusses the difference between leadership and management. It defines leadership as influencing others towards accomplishing goals, while management focuses on efficiently allocating resources. The key differences are that leaders focus on vision, goals and outcomes, while managers focus on productivity, processes and accountability to the organization. Both leadership and management are important for an organization to succeed, as they complement each other like the pedals on a bicycle.
The role of Leadership is becoming challenge and undergoing a transformation, this presentation is an attempt to create awareness to the prospective leaders
This document provides information about Seta A. Wicaksana, including their professional background and qualifications. They are a business psychologist, founder and director of consulting firms, a professor, author of several books, and hold additional certifications. The document lists their educational background and positions held at various universities and organizations.
This document discusses leadership skills and how they can be developed. It defines leadership as the ability to influence others to achieve goals through commitment. Both managers and leaders need management and leadership skills. The document outlines qualities of effective leaders, such as having a vision, passion, and integrity. It also discusses how to develop leadership skills through workshops, experiences, and emotional intelligence. Libraries especially need strong leaders to guide change and advocate for their role.
There are three universal reasons why leaders fail to meet expectations: 1) they don't manage resources and events to benefit others, 2) they don't care for, guide and direct others, and 3) they don't exercise foresight to help others. To be a successful leader, one must be a steward who manages resources for others' benefit, a shepherd who cares for and guides others, and a seer who uses foresight to help others. Effective leaders exhibit these three fundamental leadership behaviors.
An estimated INR 4.5 Million* is lost purely on poor collaboration, meetings in a company. The cost
of delayed execution and customer, dissatisfaction is on top of the above.
Working from home and from remote locations inflame these inefficiencies. This is the most
common problem faced by the majority of companies as per our research. Our findings suggest over
35% of meeting time is wasted and unproductive. Some of the large companies have a process,
tools, and even training to address these inefficiencies. However, we found that it is not solving the
problem from the root and rather solving the symptoms. The key questions is: What is the Root
cause and what can be done to address it. Before I detail it out, let me ask you a question, do you
agree with me that each of us has a preferred style of thinking, learning, and interacting
This document discusses leadership and empowering young people to be leaders today. It defines leadership as envisioning the future, empowering others, and doing what needs to be done with integrity. True leadership is not about power over others but working with them. Young people are told they have many powers like initiative, vision, and education, and they can start challenging the status quo now through small actions. The document encourages readers to dream big about how to make a difference and realize their leadership potential.
This document discusses various topics related to leadership including different leadership styles, the differences between leaders and managers/bosses, characteristics of good leadership, theories of leadership, and the importance of communication and feedback. It emphasizes that leadership requires influencing and directing others to accomplish goals, providing vision, being a role model, and inspiring and motivating teams. Effective leaders collaborate with others, think about people first and inspire with caring.
Leadership is difficult to define because of its many responsibilities. To be a good leader, one should be a role model by being knowledgeable, set clear rules and guidelines, and leave room for employee input through feedback and surveys. Leaders should also reward good employee behavior through celebrations and bonding activities to motivate teams and achieve goals on time. Admitting mistakes shows leaders are human, which can gain respect.
The document discusses the importance of human resources and talent to organizational success. Many quotes from business leaders emphasize that people are the most important asset of a company, and that getting the right people and culture is key. The document also discusses how integrating HR strategy with business strategy can help create competitive advantage through developing and motivating talent.
The document summarizes the services offered by Auteur Consulting Company, which focuses on transforming organizations through leadership, talent management, and innovation. It provides coaching and consulting services to help clients identify opportunities, drive differentiation, develop strong leadership, integrate culture and structure, and manage performance. Key services include leadership development, talent management, family business advisory, and performance engineering. Recent client projects are also listed.
Ethical Leadership working session with Metro Fire Cheif Officers Association, Part 2 of 4. Focus on the virtues of ethical leadership, and key underlying values for public safety.
This document provides an overview of a leadership workshop focused on personal leadership style, community collaboration, and effective leadership. The workshop covers key topics such as defining leadership, different communication styles, the ladder of inference concept, sharing versus giving away power, and the importance of collaboration. The overall message is that effective leaders listen to understand different perspectives, consider various personality types, avoid assumptions, empower others through sharing responsibility, and bring people together through meaningful conversations.
The document discusses the three basic characteristics of strong leaders: calling, character, and competency. It states that true leaders have a sense of calling to their task and this calling gives them focus and an artistic drive. Strong character is also important for leaders, which is demonstrated through their daily actions, speech, personality, and behavior. Finally, competency, the ability to successfully perform tasks, is key for leaders as it will be noticed by others and inspire them. Strong leaders know their limits and call on others for help.
CTR Workshop:
• Relationship Between Talents and Strengths
* Clifton StrengthsFinder® Assessment
• 34 Talent Themes
• Four Leadership Domains
• Understanding and Leveraging Team Member Strengths
• Benefits and Challenges of High Performing Teams
Contact www.CTR-Consulting.com for complete PowerPoint presentation and more information about company and services.
The document provides an overview of organizational management and leadership. It discusses learning objectives around organizational skills, communication, teamwork, and leadership styles. It defines organizational management as focusing on structured systems and planning, while leadership inspires and motivates people to achieve goals. Different leadership styles are outlined like visionary, coaching, and pace-setting. Principles of effective leaders are provided, such as self-assessment, communication skills, and motivating teams. Examples are given of leaders who developed their organizations through vision, sustainability efforts, and engaging with customers and employees.
This document discusses the concept of leadership and why leading by example is important, especially in Africa. It notes that while Africa has abundant natural resources, its people remain impoverished due to issues like colonialism and ineffective leadership. True leadership is defined as influencing others through inspiration rather than power or position. The document outlines false ideologies that prevent leading by example, like viewing leadership as superiority or defining oneself by position. It proposes ways to lead by example, such as taking responsibility, demonstrating integrity, and living by principles. Leading by example is important as it creates a vision for others to follow, enables economic and political development, shifts paradigms, and raises ethical standards.
Organizations and Individuals That Have Invented New Tools for New TimesPaul Schumann
This document summarizes Paul Schumann's book "Leadership in the Interactive Age" which discusses how leadership must adapt to new technologies. It provides tools for developing leadership skills like using intellectual, responsive and intuitive perceptual tools. It also discusses how leaders must learn introspection to help organizations and individuals transform. Leaders are encouraged to continuously re-create their mental maps and connect with others to fully develop their leadership potential in this new interactive age.
This document contains 10 hiring quotes that provide advice around selecting and hiring employees. Some of the key points expressed are to hire the best people as that is the most important task; to ensure new hires genuinely want the job and not just the money; and that time spent on hiring is an important investment as hiring the right people is what ultimately drives business success more than any other factor.
This document outlines a presentation that discusses the difference between leadership and management. It defines leadership as influencing others towards accomplishing goals, while management focuses on efficiently allocating resources. The key differences are that leaders focus on vision, goals and outcomes, while managers focus on productivity, processes and accountability to the organization. Both leadership and management are important for an organization to succeed, as they complement each other like the pedals on a bicycle.
The role of Leadership is becoming challenge and undergoing a transformation, this presentation is an attempt to create awareness to the prospective leaders
This document provides information about Seta A. Wicaksana, including their professional background and qualifications. They are a business psychologist, founder and director of consulting firms, a professor, author of several books, and hold additional certifications. The document lists their educational background and positions held at various universities and organizations.
This document discusses leadership skills and how they can be developed. It defines leadership as the ability to influence others to achieve goals through commitment. Both managers and leaders need management and leadership skills. The document outlines qualities of effective leaders, such as having a vision, passion, and integrity. It also discusses how to develop leadership skills through workshops, experiences, and emotional intelligence. Libraries especially need strong leaders to guide change and advocate for their role.
Leadership and social responsibility hardcopyAizell Bernal
This document discusses leadership and social responsibility. It defines leadership and outlines characteristics of quality leaders. It also describes various leadership styles like telling, selling, participating, and delegating. The contingency approach and path-goal approach to leadership are explained. The document also defines social responsibility and discusses arguments for and against businesses' social involvement. It outlines theories of ethical business management and how businesses can institutionalize ethics.
An enabler seeks to unlock latent potential in people and help them achieve their goals. Their role is to provide clear direction and encouragement, coach and support people, recognize good performance, ensure ongoing progress, select the right staff, resolve conflicts, encourage innovation, remain unpredictable, and act with integrity. An effective enabler communicates goals, involves people, delegates responsibility, provides honest feedback, and helps correct issues. Their role is to foster individual, team, and strategic excellence through meritocracy, speed, imagination, and excellence in execution.
The document discusses theories of leadership that have evolved over time from focusing on individual traits to focusing on processes and teams. It outlines trait theory, behavioral theory, and contingency theory. It then discusses power and influence theories as well as transformational leadership. The document notes that leadership involves managing change and innovation. It contrasts management with leadership and discusses different leadership styles like autocratic, democratic, and laissez-faire. It advocates for collaborative leadership and outlines challenges and advantages. Finally, it provides tips for becoming a more effective leader through dialogue, understanding others' perspectives, and bringing new ideas.
The document discusses several issues related to 21st century leadership. It begins by introducing the challenges faced by CIO Rob Carter at FedEx. It then outlines five sources of leader power: legitimate, coercive, reward, expert, and referent power. Developing trust is also important, which involves being honest, competent, and inspiring. Empowering employees involves increasing worker decision-making. Leading across cultures requires adjusting leadership style to different national cultures. Effective leadership involves training to develop skills like vision-creation and trust-building. In some situations, certain variables can substitute for leadership behaviors.
The document discusses various theories and styles of leadership. It describes trait theories which examine personality characteristics of leaders, and behavioral theories which propose that leadership can be taught. It also outlines contingency theories like Fiedler's model and situational leadership theory which emphasize that leadership style depends on situational factors. Additionally, it mentions transformational leadership requiring long-term planning and vision, and transactional leadership focusing on management through procedures and rules.
As SH&E professionals move to become more integrated into the business environment it is even more crucial that the pure technical disciplines typically associated with the profession are complimented by a strong set of relevant leadership and business skills. In this presentation we will examine the various traits and core attributes that need to be displayed by the SH&E Professional not only to provide clear direction within their area of influence but also to gain credibility, and achieve alignment, with the rest of the organization.
This document discusses different leadership styles including intellectual, autocratic, democratic, charismatic, transformational, and transactional leadership. It also discusses theories of leadership including the trait theory, managerial grid theory, and situational leadership model. The group members for this project are Himani, Jaskirat, and Harleen.
Some say that there is a clear difference between leadership &
management while some says not. Many accept the fact that both are
needed in equal while some argue that it is dangerous to distinguish
the both.
The document discusses the differences between leadership and management. It states that leadership involves influencing people to achieve a desired mission, while management focuses on coordination and logistics. The document provides examples of what leaders and managers do differently, with leaders actively seeking opportunities, inspiring others, and changing rules to evolve, while managers follow directions and try to avoid risks. It also discusses the roles of leaders in inviting people to their vision and being an inspiration to build relationships and gain recognition.
The document discusses the importance and definitions of leadership. It states that leadership is key to success in organizations and that a leader influences others to achieve goals. It then covers different leadership theories including trait, behavioral, situational, and relationship theories. It also discusses the differences between leadership and management.
Effective Leadership As A Key Factor For ProjectValdo Camilo
The document discusses effective leadership as a key factor for project success. It defines leadership and outlines different schools of leadership theory. It discusses the competencies needed for project managers, including traits like intelligence, problem-solving skills, and communication abilities. The document also examines different leadership styles and traits of effective leaders, such as trustworthiness, passion, and adaptability. It argues that a project manager's leadership style can influence project success by establishing clear goals, motivating teams, and adapting to different situations.
The document discusses various topics related to leadership including:
1. The key difference between leadership and management is that leadership involves influencing and guiding others while management focuses on maintaining existing systems and structures.
2. Effective leadership requires traits like vision, passion, integrity, trust, and courage. It is also important for leaders to inspire motivation in their teams.
3. Younger generations like Gen X and Gen Y value challenges, opportunities for growth, collaboration, and using the latest technology. Leaders need to adapt their styles to engage these generations.
The document provides an overview of leadership concepts including trait theory, behavioral theory, contingency theory, and transformational leadership. It discusses various approaches to leadership such as charismatic, authentic, and situational leadership. It also examines challenges to the concept of leadership including attribution theory and substitutes/neutralizers. The document contains case studies on Reverend Jim Jones and Colleen Barrett to illustrate different types of leadership.
Leadership development, innovation and good governance rajiv nandkar deputy ...RAJUNANDKAR
The document discusses various aspects of leadership development, innovation, and good governance. It defines leadership as motivating a group to achieve common goals and discusses different leadership theories. It also covers how leadership emerges, different leadership styles, and the differences between leaders and managers. The document then discusses what innovation is, the need for innovation, and constraints to innovation. Finally, it defines good governance as the process of decision making and implementation, discusses characteristics of good governance like transparency and accountability, and the benefits of good governance.
The document summarizes interviews with 85 CEOs and C-suite executives about what they look for in leaders. When asked about leadership, the CEOs emphasized vision, communication, culture-building, flexibility, and teamwork. They said leaders must inspire commitment to organizational goals. Regarding attitudes and aptitudes, the CEOs stressed communication skills, understanding others, and commitment. Their words of wisdom focused on interpersonal relationships, active listening, understanding decision consequences, face-to-face communication over social media, and focusing on small successes.
This document discusses the definitions, theories, styles, and skills of leadership and management. It defines leadership as envisioning change and motivating others, while defining management as planning and directing an organization to achieve goals. The document outlines several theories of leadership including great man, trait, and situational theories. It also describes the autocratic, democratic, and laissez-faire styles of leadership. For management, it identifies top, middle, and lower levels and defines manager roles and skills. Finally, it contrasts leaders who innovate and inspire versus managers who maintain systems and rely on control.
This document discusses various leadership concepts including leadership models, management vs leadership, culture and systems thinking, coaching, and self-reflection. It provides summaries of quotes and concepts from authors like Kouzes & Posner, Heifetz & Linsky, Kotter, Covey, and Collins. The main topics covered are inspiring a shared vision, dealing with adaptive challenges, distinguishing technical vs adaptive problems, giving work back to empower others, strategic questioning in coaching, and staying off auto-pilot through self-reflection.
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
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Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
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2. Leadership and Influence in the
Bar Business
Presented by: Danny Ronen, Kate Gerwin,
Kelsey Ramage and Oron Lerner
#TOTC2018
#CultureOfLeadership
#CultureofLeadership
Contact:
Oronlerner@gmail.com
Dronen@DCSpirits.com
Kategerwin@me.com
Kelsey@Thetrashcollective.com
3. To start with…
The manager is NOT
necessarily the leader.
Neither is the owner.
Anyone can be a leader
#CultureofLeadership
4. Things we are going to ignore
Leadership has a genetic
component.
Leadership changes across
situations, genders, cultures.
The “10 traits great leaders
have” cliche
#CultureofLeadership
5. Manager, Leader or Both?
ManagerLeader
Can involve people, not obligatoryInvolves people
Preservation orientedChange Oriented
Risk AverseRisk seeking
Implementing a visionSetting a vision
Authority through positionChange through consensus
Doing things rightDoing the right thing
#CultureofLeadership
9. Influence
Are you aware of your own impact?
Guests make cocktails at home, what else do they take with them
from the bar?
The emotional state of a leading bartender is contagious to other
bartenders in the shift.
The interaction between bartenders is a reflection of guest
experience.
#CultureofLeadership
10. Layers of influence
Bartender -> Guests -> Community
Bar Owner / Manager -> Staff
Brand -> Local, National, Global
“The key to successful leadership today is influence,
not authority” / Ken Blanchard
#CultureofLeadership
11. Styles of Leadership
Rational explanations to create internal motivation
Lead by Example
Lead through Authenticity or Integrity
Motivational Speaking style
Perseverance
Shock factor through realizing consequences
Constant Communication
Location Location Location
Clear directions and goals
Empathy and identifying with others
Personal connections and friendship
Negotiations
#CultureofLeadership
12. Lets have fun!
Leadership through Fun:
Kids MRI machine
Floor drawings leading to stairs
Game of riddles: “Who is your guest?”
The Weinsteins’ rules for OTH drinks
#CultureofLeadership
13. Organizational Culture fostering leaders
“Only three things happen naturally in organizations:
friction, confusion, and underperformance.
Everything else requires leadership.”
Peter F. Drucker
#CultureofLeadership
14. Fostering and Evaluation
1.Position of straws
2.In-house competition on
reducing waste
3.Assign responsibility on
subject to your least
cooperative bartender
#CultureofLeadership
1.Technical : repetition, low
requirements, drone workers.
2.Tactical : requires personal
judgment, decision making and
priorities that are immediate or
short range.
3.Strategic : Long term changes,
requires political impact
considerations.
15. Technical, Tactical, Strategic
Technical : repetition, low requirements, drone workers.
“Leave the storage exactly as you found it”
Tactical : requires personal judgment, decision making and
priorities that are immediate or short range.
“Leave the storage better than you found it”
Strategic : Long term changes, requires political impact
considerations.
“Treat the storage like you’d expect a manager to”
#CultureofLeadership
16. Fostering and Evaluating
Task or People Oriented (Transactional or Transformational)
Clear but not obvious parameters for success
Dirty Hands effect
Gap changes in group performance
Backstage Leaders
“When the best leaders’ work is done, the people say ‘We did it
ourselves’” / Lao Tzu
#CultureofLeadership
17. How to train better leaders?
Organizational management routines:
Briefings, Personal meetings, Brainstorming meetings for solutions
and innovation, Clear vision, decision-making processes, role
definitions and progress reports, Regular training feedback
Personal management routines:
Change from within, Inclusive system, Assigning responsibility,
Positive approach and language, Measurement based evaluation,
Calculated praise
#CultureofLeadership
19. Can you get up in the morning?
The leadership of the Self
#CultureofLeadership
20. Self Leadership
Trickle down effect : If you
can lead yourself to
improvement, you just might
have what it takes to lead
others.
#CultureofLeadership
21. Self Leadership challenge
Are you overly busy?
Can never seem to find the time to get things done?
Feel like there is so much to do and so little time to do it?
Are your priorities set straight?
Do you work out?
Do you sleep 6 hours on average?
Do you find the time to have private conversations with your
staff?
#CultureofLeadership
22. Why be a leader?
The two most popular reasons people want to advance to a
leading role?
2. Great Leaders
1. Terrible Leaders
#CultureofLeadership
23. Wrap it up, B
1. Vision
2. Influence
3. Fostering and Evaluating
leadership
4. Self Leadership
#CultureofLeadership
24. Leadership and Influence in the
Bar Business
Presented by: Danny Ronen, Kate Gerwin,
Kelsey Ramage and Oron Lerner
#TOTC2018
#CultureOfLeadership
#CultureofLeadership
Contact:
Oronlerner@gmail.com
Dronen@DCSpirits.com
Kategerwin@me.com
Kelsey@Thetrashcollective.com
1.Your manager isn’t necessarily your leader, neither is the owner.While managers are appointed, leaders arise in appropriate situations. In times of crisis, or in a decision vacuum (when decision makers fail or choose to ignore an issue) a member of the group will become its leader.While many organizations try to have their managers also be the leaders in that group, very few seem to take aspects of leadership into account when training management.
2.Anyone can be a leader:Each person has their style, and an appropriate situation in which they will find themselves in the lead.
To Lead is to facilitate a change in status, to head towards a definable goal.
A lot of leadership research is about the sort of childhood you should have had, which is of limited use at this point.
Though there are many variables to this discussion, we feel labeling someone as “Leader” or “Non Leader” is denying them the opportunity to prove otherwise.
This seminar will discuss the phenomenon that is Leadership, rather than the categorization of who is fit and who isn’t to be a leader.
Leadership is people oriented, management might not be.
A manager’s role is seen as Preservation of status – keeping things running smoothly, whereas a leader’s role is seen as facilitating change, leading towards a different status than the current one. Some research refers to it as Risk-Averse vs. Risk-Seeking
Leadership is about setting the Vision – the goal to aspire to, whereas management is about implementing all layers of that change – technicalities, norms and more.
A manager has authority over people, and can issue directives to be complied through hierarchy. In leadership, authority is seen as a weak force – at times of difficulty (such as a busy shift), authority might not be enough to convince people to act according to your decisions. At times of crisis, the fear of being fired (ultimately, the worst outcome of refusing to authority in a bar setting) is trumped by more urgent issues.
Neither is particularly accurate – and we’ve been using these terms interchangeably for too long for this discussion to distinguish them effectively. But it is high time we examine our manager roles through a leadership perspective.
Panel photos, social media handles, hashtagsWho are you and what kind of leader are you? How do you get people motivated?
Oron introduces Danny, asks him what kind of leader he is. Danny to Kate, Kate to Kelsey, Kelsey to Oron.
Why was the introduction at this part rather than the start of the seminar?
To facilitate a change in vibe – Before the introduction, and after.
Accompanied by a change in tone, speaking style and pace.
To lead – we must find ways to connect with the people around us.
Since we do not know what their internal situation is at the time we meet, we must find ways to change with them – take them with us on a journey, during which both the leader and their communities change. Putting the introduction as a clear cut between Prologue and Content facilitates that, I hope.
So leadership is about change – not in others, but together.
And there’s a lot of “I Hope” in leadership – and very few determinates.
The obvious:A clear and well defined goal is easier to achieve.
Stories matter – people buy into stories rather than technicalities. We want to identify, to connect, to feel a part of a group and the vision ties these things together into a single destination.
Vision is where leadership starts.Where are we headed to? What are we aspiring to? Bereft of a vision, you might not be a leader. You just might be entertaining for the moment. A leader without a vision is an “Alice in Wonderland”
If you’re a leader, you must have an agenda – define it, someone else will do it for you.
A shared Vision is inspiring and comforting – knowing where we are headed, agreeing to the goal and the path, taking an active part of it – these are things all people want.
What else are they taking home with them?
70% of American cocktail drinkers will try to replicate the cocktails at home – but they not only take recipes home with them, but also potentially the philosophy of the place (e.g., “Any time someone takes a bite of sushi, they will re-express that philosophy in the way he expressing,” and adds that if he has done it correctly). These philosophies may extend to other parts of their lives (e.g. if you’re working with a specific furniture producer, perhaps you will only use those who trade exclusively with sustainable wood vendors, etc.)
Body language during a shift – when they meet each other, they will hug, and guests pick up on that warmth
D Ronen example: shaving in a drought environment.
Examples: Novo Fogo’s philosophy on using broken shards of glass to create the fist line of bottles, Belvedere removing all sugar from their flavored vodkas.,
In no way conclusive:
Rational Explanations : When the subjects just weren’t aware of their actions or consequences, a rational explanation as to why a change is needed just might be enough to create a change.
Lead by Example : Especially in difficult times and situations, showing how to do things just might be essential to creating a change.
Authenticity and Integrity : true passion for a subject is seen as authentic in a leader. This is the Congruent effect – when actions and discussions are aligned and seen as true of the persons’ nature. The opposite is seen as a manipulative or deceptive leader with short term or hidden agendas.
Motivational Speaking style : certain words and phrases are known to pull people into action better than most. This works wonders when the leader connects to peoples’ internal motivations and addresses them.
Perseverance : At times it is enough to just push on continuously on a subject to create a change.
Shock Factor : discussing or demonstrating the consequences of continuing on the current course of action and comparing it to a suggested, alternative action.
Constant Communication : Gives saliency to the topic, making sure it is always present in the thoughts of people involved.
Location : Positioning yourself in the right time at the right place in order to handle the tougher and more sensitive parts of a changing process. For example: Be the first in and last one out of a tough shift, eat last, respond last, take the heat first.
Clear directions and goals : to avoid confusion, which clouds any action in a group.
Empathy and identifying : Is about creating a connection with others, understanding their motivations and tapping those to create a change.
Friendship : Creating a change in a system as part of a personal connection with the people involved, as a “favor” or as support to a friend (e.g., Kate motivates).
Negotiations : Give and Take to create the desired change (e.g. brainstorming mtg, “what do you need to get that done?” or “You want to create the new cocktail menu, I want to let you do that, can you also do this thing?”_.
Changing behavior through fun : another case study in leadership
Kids MRI : Doug Dietz designed the MRI room to facilitate a Disney-esque painted MRI machine, changing the experience from terrifying to adventurous and fun for the kids
Floor Drawings : To get people to take the stairs instead of the escalators, the floor leading to the stairs was painted in a manner adding playfulness to using the stairs. In Sweden it was a Piano-Stairs (playing actual notes when stepped on).
WEINSTEIN –we know what you were thinking... Being a good leader also means avoiding judgement and being open – no judging by someone’s currently-unfortunate surname.
Case study from Tel Aviv:
1. Placing the straws in a less accessible point reduced use of straws by 80%. Is this a leadership issue, though? It is technical, and simple and its people-factor is motivation – it takes more work to get to the straws, they aren’t visible and so asked for less than before and people will more likely enjoy the drink without a straw if it’s served that way.
2. In-house competition: Competitions are harmful when they lead to reward-oriented behavior (“What will I get if I do this?” approach), however – there are subtle competitions, where the achievements are mentioned, updated and published without any reward, and the achievement is then turned into its own reward. This helps create an organizational culture that fosters and promotes motivation towards achievements.
3. Assigning responsibilities is a great way to create motivation, when done right – the person assigned should have some form of relatability to the subject – think about assigning a person hard of hearing to create a music list. As always, if you get your least cooperative bartender along – you can get the rest of your staff in easily.
Continue from the case study:Layers of operation within an organization.
When evaluating a leaders decision – it is important to see at which layers they consider, how they operate and can they contain all three.
Not all leaders need to work on a strategic level – many brilliant decisions were made on a technical level, that made any strategic or tactical decisions obsolete.
Task or People oriented : Do they focus on what needs be done, or on the people involved? For example, how does the leader handle the situation when a team member is late?
Clear but not obvious parameters : Pre-determine what to measure, but do not share these parameters with the measured personnel. Examples of subtle measurements : Leaving a piece of trash outside the door to see if they picked it up on the way in or out, focusing on the irrelevant information they’re offering while answering your questions and why they chose to bring it up, put them in a tough or embarrassing spot and see how they react.
Dirty Hands effect : the leader’s ability to influence people who are very different from the leaders themselves. It’s easy to lead people who think and act similarly to you, much harder to find common grounds with others.
Gap changes : The result of a good Dirty-Hands leader is that the weaker employees grow stronger, and the best performance is no longer repetitively awarded to the same people. This creates a dynamic organization, where people aren’t stuck in some old image of themselves as either successful or failures, but gets everyone involved to push for self improvement.
Backstage Leaders : the noisiest person isn’t necessarily the leader. Look for subtle ways in which people influence others, leading toward positive changes (e.g. “Silent waters run deep.”)
These designations made based on where this item stems from.
Briefings : constantly updating in minute details before a shift or an event, allows for better orientation and understanding of what is expected.
Personal Meetings : One-on-Ones with a manager or owner once a month is essential to personal motivation and actively taking part in the organization
Brainstorming for solutions and innovation : With an upcoming challenge as headline, these allow for all involved parties to take part in finding solutions and implementing them. The leader doesn’t have to have all the answers, in fact – they just need the questions.
Clear Vision : what is the goal of the organization?Decision-making processes : How are decisions made? Who to turn to when the need arises (also important factor in assigning Roles)?
Role definitions : What is expected of each person in the organization? Whose responsibility is it?
Progress reports : With clear deadlines, to keep everyone in the loop.
Regular training feedback : Feedback is essential to role definitions, and a desire to continuously improve is critical.
Change from within : solutions can come from anywhere, and it is crucial that everyone have a chance to offer their ideas, and have those implemented.
Inclusive system : is a system where everyone can take a part in the processes and changes happening, no one is excluded from it.
Assigning responsibility : Mostly, realizing that as a leader, you have more responsibility than the rest of the group. Organizations where credit is given and blame is taken foster more active and responsible leaders
Positive approach and language : Finding alternatives rather than negating options, taking part in what must be done – even when it is not desired or pleasant, but doing that with a positive approach leads to more fruitful decisions.
Measurement based evaluation : feedback cannot remain unclear, undefined or based on personal interpretations – it should always be accompanied by hard data.
Calculated Praise – so many organizations fail the Good Word measurement : the ratio of good feedback to bad feedback given.
These are the four main motivators in Team Building
The internal conflict of choosing which method of leadership.
Kate’s example: one can feel like the staff doesn’t like you because you have to keep your distance a bit as a leader.
Fosters leadership through example, action, passion.Has measurable impact on discipline, pride, employee satisfaction
D Ronen’s Bar manager example: What is the best indicator of a leader? Setting someone up to succeed as a leader who may be the same age or even younger than the rest of the staff.
Being the first in harm’s way also means you’re the first OUT of harm’s way.
Examples: Ronen, hotel opening, making sure the managers were getting what they needed but not taking care of myself.
Oron’s example of CAP program at the beginning – last man standing mentality – has gone from a positive to a negative.
I aspire to leadership either through great example or by absolutely imperative coup.