Leadership -off the wall
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This document discusses what leadership principles and quotes leaders post in their offices or keep on their desks. It is divided into sections on attitude, communications, listening, and changing the status quo. Some of the principles discussed include having a positive attitude, communicating a vision and priorities clearly, listening openly and curiously, asking provocative questions, encouraging others, and taking risks to implement change. The document encourages leaders to identify their own guiding principles and post them in their office.
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Leverage true grit, overcome your fears and embrace leadership. All of these are in you, so unleash them for your lasting career, professional, and business success.
August 7, 2013 -leadership
The document discusses definitions of leadership and what makes a good leader. It provides several definitions:
1) "Leadership [is] creating the conditions in organizational systems so that people can do their best work" and "Leaders define or clarify goals for a group, which can be as small as a seminar or as large as a nation-state and mobilize the energies of members of the group to pursue those goals."
2) "Problem solving is the core of leadership" and "the art of accomplishing more than the science of management says is possible."
3) Leadership "is about coping with change", about "motivating and inspiring---keeping people moving in the right direction, despite major obstacles
CALL 2009
The pre-amble to a fishbowl conversation I organized for the Canadian Association of Law Libraries 2009 conference.
Educational Leadership
The document provides guidance for school presidents on their leadership role, including creating a spirit of confidence and trust in the school, hiring the right people, being the visible embodiment of the school's mission, fundraising, and telling the school's story to the community. It also discusses maintaining optimism, not chasing management fads, making decisions based on each situation, and having fun while working hard.
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Delivering your Message
The document provides 7 tips for effective presentations: smile, make eye contact, show emotions, use gestures, pause when needed, emphasize key words, and involve the audience. These tips are meant to help with delivery and connecting with an audience. The author, Paul B. Thornton, is an expert on leadership and public speaking, having written several books on related topics.
Are You Ready To Deliver a Great Presentation?
This document provides tips for delivering a great presentation, including getting the audience's attention, making the presentation relevant, establishing credibility, listing major points and big ideas, providing structure through problem-solution or question-answer frameworks, supporting ideas with examples and visual aids, telling stories, involving the audience, using descriptive language, engaging listeners emotionally and intellectually, and concluding by summarizing key ideas and next steps. The author is Paul B. Thornton, an author and speaker who has written e-books on leadership and case studies.
Leadership Styles
The document discusses three leadership styles: directing, discussing, and delegating. The directing style involves one-way communication from the leader and telling employees what to do. Discussing involves two-way communication and asking questions to get employee input. Delegating empowers employees to work independently and handle tasks themselves. Each style has benefits and drawbacks depending on the situation. The document provides examples of when each style would be most effective and issues to watch out for like micromanaging or not providing enough guidance. It concludes that the key is using the leadership style best suited to the current needs and encourages leaders to develop their skills in all three approaches.
What is your Leadership Style
The document discusses various leadership styles including directing, discussing, and delegating. It notes that directing involves telling subordinates what to do, discussing involves asking questions and engaging in dialogue, while delegating empowers subordinates to make decisions and complete tasks independently. The document also outlines potential issues with each style if not properly applied, such as lack of engagement or providing unrealistic tasks. It emphasizes that the appropriate leadership style depends on the situation and emphasizes engagement, motivation, and development of employees.
Thrree styles of leading
Leadership styles can be direct, discussive, or delegating. Directing has a low readiness for change while delegating has a high readiness. The best style depends on each unique situation so leaders should diagnose appropriately to either educate, engage, or empower others.
Listening skills
The document outlines 7 actions to improve listening skills: 1) be curious, 2) remove distractions, 3) make eye contact, 4) don't interrupt, 5) observe body language, 6) ask questions, and 7) test for understanding. It emphasizes identifying what the speaker wants you to know or do. Improving listening skills provides benefits like making people feel valued, allowing people to learn, and reducing mistakes.
Mission, Vision, Values
The mission of the organization is to educate families affected by neurological disorders about the conditions, advocate for their rights, educate society that these conditions are treatable and not lifelong, raise awareness of environmental toxins that can cause neurological damage, and fund research toward finding cures. The vision is to help those affected reach their full potential. The values are to never give up in helping loved ones.
Effective & Efficient
This document discusses how to be an efficient and effective manager. It lists key resources as people, equipment, money, information, and time. The best managers are both efficient, by not wasting these resources, and effective, by focusing on the right things and using resources productively. Being both efficient and effective allows a manager to achieve organizational goals by working with people in the most optimized way.
Demanding bus environmet
The document discusses the challenges facing modern managers, who must satisfy bosses, employees, customers, and stockholders while facing competition. To survive and prosper, managers must be open, curious, and willing to continuously improve by keeping up with today's demanding and changing business environment. The bottom line is that managers need to keep improving themselves.
Three types of Power
This document discusses three types of power: position power which comes from one's formal role or title, expertise power which comes from one's knowledge and skills, and personal power which comes from characteristics like likability, presence, confidence, and optimism. Position power allows one to assign tasks, provide rewards, and administer discipline. Expertise power is based on one's expertise. Personal power comes from personal characteristics and makes one likable. The document suggests remembering that the more power you have, the more responsibility you have, and asks how to increase one's power.
Manager vs leader
Managers focus on using current methods and procedures to get work done and maintain stability, while leaders focus on change by redesigning, reengineering, and reimagining approaches. The document argues that both management and leadership skills are needed, with managers scoring higher on maintaining stability and procedures and leaders scoring higher on facilitating change, but the ideal is to develop abilities in both roles.
Types of leaders
All leaders have a common goal of influencing and inspiring others. The document outlines four types of leaders - thought leaders who influence with ideas, courageous leaders who influence through action, inspiring leaders who influence with passion, and servant leaders who influence through help. It encourages the reader to identify a leadership approach to improve and write down an action to work on developing that skill.
Manager vs Leader
Managers focus on using current methods and procedures to complete work, while leaders focus on change and reimagining approaches. The document contrasts managers who emphasize stability and procedures with leaders who champion innovation and new ideas. It concludes that to be most effective, one needs to demonstrate both management and leadership skills.
Types of leaders
This document outlines four types of leaders: thought leaders who influence and inspire with ideas, courageous leaders who influence through their actions, inspiring leaders who motivate with passion, and servant leaders who help others. It encourages the reader to identify a leadership approach to improve upon and write down an action for development, signed by the author Paul B. Thornton who is an author, speaker, trainer and professor.
Implementing change
This document discusses implementing organizational change and outlines key roles and responsibilities. It identifies that sponsors provide resources and support, while project leaders staff and lead implementation teams to create and execute project plans. It also discusses identifying the target group that needs to change, determining their ability and motivation, and identifying a secondary group to support the target group's changes through their own actions. Finally, it notes change plans should enhance ability, motivation, launch the change, deal with different types of people, and have strong communication.
Managing stress
The document discusses managing stress and outlines that stress occurs when demands exceed coping skills. It identifies common demands like work, school, family, and social demands and discusses helpful coping skills like planning, exercise, relaxation, and seeking support. The document also notes that when demands increase beyond coping skills, stress reactions can occur that impact productivity, behavior, and health. It recommends taking action to reduce demands and increase coping skills to better manage stress.
3-D Leadership Model
The 3-D Leadership Model outlines three leadership styles: direct, discuss, and delegate. The model shows that different situations and people require different styles, from directing tasks for low experience individuals to delegating more independent work. Effective leaders diagnose what approach is needed and can facilitate moving between directing, discussing, and delegating depending on the current situation and what is possible.
Management Styles
This document discusses different management styles: directing, discussing, and delegating. It notes some potential problems that can occur with each style, such as having too many or too few details when directing, or too much or too little discussion when discussing. For each style, it provides an example of how a manager could address an employee who is taking on extra work duties. The document concludes by emphasizing the importance of selecting a management style that fits the needs of the situation.
Ldr 17 conf-pb pres-2
The document provides tips for giving great presentations. It discusses focusing the message around one big idea and making it relevant to the audience. For delivery, it recommends making eye contact with the audience, using gestures, and employing pauses for emphasis. Audience participation is also encouraged to engage listeners.
Prepare & Deliver Great Presentations
This document provides tips for preparing and delivering effective presentations. It discusses organizing the presentation, creating slides, and delivering the presentation. Some key points covered include introducing the topic and providing an overview, structuring the presentation with a headline and supporting points with facts, stories, examples and visuals. Tips for delivery include making eye contact, using gestures and pauses, emphasizing key words, and practicing. The conclusion emphasizes that effective presentations require time, effort and practice.
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Leadership -off the wall
- 1. What do leaders post on their office Wall or keep on their desk? Paul B. Thornton Author & Trainer Pthornton@stcc.edu
- 2. W. Clement Stone Do It Now
- 4. 1. Attitude
- 5. “It can be done!”
- 6. James Parker, former CEO… “No Whining.”
- 9. Jim Stoval, president Narrative Television Network
- 10. Carol Leary-President, Baypath College “Attitude is Everything!”
- 12. Responsible
- 13. Demanding
- 14. Opportunistic
- 16. Michael Hyatt, CEO, Thomas Nelson Publishers …remove the clutter so their big ideas stand out.
- 17. "A designer knows he has achieved perfection not when there is nothing left to add, but when there is nothing left to take away." —Antoine de Saint-Exupery”
- 18. Tom Goodrow—Founder NACCE “Less Data—More Meaning”
- 19. Mark Goodman, CEO Twist Image “Be brief. Be brilliant. Be gone.”
- 20. Alden Davis, Consultant “Start Talking and Get to Work!”
- 21. Leslie Aguilar, Author & Trainer “Speak your mind even if your voice shakes.” Maggie Kuhn
- 22. Ursula Burns—CEO Xerox “Don’t do anything that wouldn’t make your MOM proud.”
- 23. Leaders communicate… What’s Possible (Their Vision) What’s Important ( Their Priorities) What’s Right and Wrong ( Their Values)
- 24. Small Group Discussion What is one thing you could do to make your big ideas stand out?
- 25. 3. Listening
- 26. Bill Gates Henry Ford
- 27. Michael Dell
- 28. Dr. Mitchell Rabkin, former CEO Beth Israel Hospital Be Curious
- 29. Steve Arneson—Capital One “Leader are known for the questions they ask—not the answers they give.”
- 31. Gayle Lantz, Founder and President WorkMatters Quit Making Stuff Up!
- 33. Don’t Shoot the Messenger
- 36. 4. Changing the Status Quo
- 37. “I will Change One life Today!”
- 38. Carol Palody, Project Manager, General Dynamics Take Risks
- 39. Bring Energy! Maxine Clark—CEB, Build a Bear Workshop
- 40. “Prove your Groove.” Peter H. Reynolds—Founder & CEO, FableVision Enterprises
- 41. Norm Larsen
- 42. “Give someone a W.O.E., a Word of Encouragement.” Derrick Hayes, Author & Speaker
- 43. Take Risks Have Passion and energy Walk the talk Keep at it Encourage Others Changing the Status Quo
- 44. What’s one thing you have learned about implementing change? Small group Discussion
- 45. Target Group Secondary Group Implementation Team What I have learned…
- 46. Summary Write down your guiding principles.
- 47. Summary Post them on your office wall!