This document outlines the topics and agenda for a 2013 leadership training seminar. The topics to be discussed include definitions of leadership, leadership qualities, improving leadership attitudes, delegation, and motivating employees. It also provides descriptions of different leadership styles (positive, neutral, negative) and principles of behavioral learning, delegation, and motivation. Common mistakes of newly appointed leaders are identified. The goal is to help leaders develop their skills in areas such as planning, communication, problem-solving, and inspiring followers.

1. 2013 LEADERSHIP
TRAINING SEMINAR
Day1

2. Topics to be Discussed
All About Leadership
 Definition of Leadership
 Leadership as an Aspect of Organization
 Leadership Qualities
 Improving Leadership Attitudes
 Sharing Problem Solving with Subordinates
 Mistakes of Newly Appointed Leaders
 Delegation: An Effective Leader‟s Secret Weapon
 Why Leaders Don‟t Delegate
 A Short Course in Positive Thinking
 HHC Model

3.  Is the power to motivate others by example, ideas,
inspiration, personality, or persuasion so as to
command their confidence, their loyalty, their obedience
and their respect.

4. What is a
Leader?
 A Leader is a person with the ability to secure
and sustain the enthusiastic, united, and willing
efforts of his or her followers and direct them
towards the accomplishment of the desired
objectives.

5. Positive Leader
 Keeps his/her followers informed of the reason behind
his/her actions.
 Provides constant motivation and incentive by
consulting his/her followers for ideas and by being
constructive in his/her criticism and giving praise for
their achievements.
 Integrates objectives of organization and interest of its
members.

6. Neutral Leader
 Means well but its timid in his/her actions.
 Has little self-confidence.
 Lacks the ability to make firm decisions.
 Only succeeds in promoting confusion among the
followers and eventually losing his position of
leadership.

7. Negative Leader
 Likes to dominate and is domineering because of a
constant fear of losing his/her position of leadership.
 Gives destructive criticisms.
 Does not consult his/her subordinates nor does she/he
explains her/his actions.

8. The HHC Model
Knowledge
Provide Opportunities
Set Objectives
Inform
Solve Problems
Organize
Vision – create alignment
Do what you say
Anticipate & promote change
Take calculated risks
Assess result
Allow fro learning mistakes
Make decisions
Delegate authority
Motivate
Communicate
Recognize Achievement
Respect and Value Differences
Coach
Transparency (being visible)

9. Nature of Leadership
 Vast and Complicated Area
 Is one of the most important aspect in any Organization

10. Case Study:
The Republic of Nauru

11. Leaders
 Planning & Organizing
 Focuses on systems &
structures
 Administers
 Is a copy
 Maintains
 Relies on control
 Has a short range of view
 Asks how & when
Managers
 Provides vision & purpose
 Focuses on people
 Innovates
 Is an original
 Develops
 Inspires trust
 Has a long range
perspective
 Ask why

12. Leadership Qualities
 Ability to take charge.
 Strong self-image.
 Skill to interact supportive
with customers, employees,
and colleagues.
 Willingness to give other
people the permission to
take risks.
 Talent to be both a thinker
and a doer.

13. General Principle of
BEHAVIORAL LEARNING
 Maintain and enhance the SELF-ESTEEM of the people.
 Focus on the person‟s BEHAVIOR, not personality.

14. General Principle of
BEHAVIORAL LEARNING
 Use REINFORCEMENT TECHNIQUE to shape
behavior.
 ACTIVELY LISTEN for feeling and content.
 Maintain communication and SET SPECIFIC FOLLOW-
UP DATES.

15. Conducting A Meeting
 State the purpose and objective of the meaning.
 Actively listen to all comments.
 Ask the group members for their help and suggestions
about how the objectives can be met before offering your
own ideas.
 Discuss alternative and come to agreement on an action
plan with each member‟s role specified.
 Indicate that only with the full support of each member of
the group will the action plan be accomplished.
 Give each member feedback and praise for his/her input.

16. Teaching A New Job Skill to a
Person
 Explain the importance of the job and indicate your
confidence in the person‟s ability to learn the job.
 Demonstrate the operation step by step (SHOW and
TELL)
 Give the person an opportunity to demonstrate the
operation as if he/she were teaching you the job and give
feedback. (GUIDED PRACTICE)
 Set a follow-up and express your personal appreciation.

17. Delegating Responsibility

18.  Indicate what new responsibility you want the person to
handle and why.
 Describe the new responsibility in detail, outlining the
specific task and the performance standard.
 Ask fro the person‟s feeling, questions, and suggestions.
 After dealing with the person‟s concerns, ask for a
commitment and make it clear that your assistance is
available.
 Express your confidence in the person‟s ability to handle
the new responsibility.

19. Misconceptions about
Delegation
 Always delegate the same
tasks to a single individual
fro specialization
False. This hinders
flexibility ion other staff.
 Describe even mundane
tasks as exciting to motivate
the staff.
False. Giving false info can
effect the employee‟s trust
in what you say.

20. Misconceptions about
Delegation
 When delegating, you must allow the staff make the
critical decisions.
True. Remember the delegation is assigning
responsibility not work.
 You must encourage the staff to follow your proven
methods and procedures when delegating.
False. This can limit the staff‟s creativity and judgment.
 The delegated staff must have all the information he/she
needs.
True. Supplying all the information allows the staff to
make wider range of options on how to accomplish the
task.
(Source: Building Leaders around You by John Maxwell)

21. Motivating a person who is
having a performance
problem
 Focus on the performance
problem, not the person.
 Ask fro the person‟s help in
solving the problem and
discuss both your ideas on
how to solve it..

22. Motivating a person who is
having a performance
problem
 Come to agreement, and write down the steps to be
taken by each of you.
 Express your confidence in the person‟s ability to correct
the problem.
 Set a follow-up date and praise the person if the job
performance is improved

23. “You can always force a person to follow
you. The secret to being a true leader is
to make your followers „want‟ to follow.”
“You can buy a person‟s time. You can
buy a person‟s presence. You can even
pay his bodily motions by the hour. But
you can never buy loyalty and respect.
You must earn these.”

24. Best Leaders
 Develop kinship with their subordinates and persuade
them their needs are understood.
 Know what has to be done and can explain it so others
can understand.
 Set the example by sharing in the operation and the
outcome.
 Are willing to take action when others hesitate.
 Brings out the best from their people.
 Recognize each individual‟s ability and maximize it.

25. Mistakes Of Newly
Appointed Leaders
 Falling to take charge.
 Being invisible.
 Assuming the way
has been prepared for
them.
 Not seeing their own
style.

26. Mistakes Of Newly
Appointed Leaders
 Falling to gain the confidence of subordinates.
 Continuing to perform tasks their employees should be
doing.
 Getting too involved with employee‟s work, interfering
instead of helping.
 Not training and couching subordinates.
 Demanding too much from workers, especially at first.

27. “All people dream, but not equally. Those who
dream by night, in the dusty recesses of their
minds, wake in the day to find that it was
vanity. But the dreamers of the day are
dangerous, for they may act their dreams with
open eyes to make it possible.”
T.E. Lawrence (“Lawrence of Arabia”)