Leadership skills
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The document discusses many qualities, skills, and responsibilities of effective leadership. It provides lists of the top 10 qualities great leaders possess, the top 10 skills every great leader needs, and factors that contribute to leadership. Some key points made are that leaders focus on meeting the needs of their people, inspire and motivate others, are honest and solve problems, and develop strong communication. The document emphasizes that strong teams are key to leadership and discusses characteristics of effective teams like setting clear objectives and having open communication.
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Leadership skills
- 1. By
- 2. Who is a leader? • Boss says “GO!” A leader says “Let’s go!” • A Leader Knows the way, Shows the way & Goes the way.. • "If your actions inspire others to dream more, learn more, do more & become more, you are a leader."
- 3. The Main Question a Leader Should Ask Himself/herself is: “What are the needs of the people I lead?”
- 4. Every leader should possess these top ten qualities • Honesty or trustworthiness • Good role model • Caring • Committed • Good listener • Holds people accountable • Treats people with respect • Gives people encouragement - a motivator • Positive, enthusiastic attitude • Appreciates people
- 5. Top 10 Skills Every Great Leader Needs to Succeed • Inspires and motivates others • Displays high integrity and honesty • Solves problems and analyzes issues • Drives for results • Communicates powerfully and prolifically • Builds relationships • Displays technical or professional expertise • Displays a strategic perspective • Develops others • Innovates
- 6. Qualities and Traits of Great Leaders that you can Learn and Practice • Self-assessment • Sharp perception • Responsive to the group’s needs • Knowing the organization
- 7. The Leadership Model = Leadership + Authority + Service and Sacrifice + Love + Will
- 9. Few Top World Leaders 1. Barack Obama, US President 2. Xi Jinping, President of the People's Republic of China 3. Vladimir Putin, Russian president 4. Angela Merkel, Chancellor of Germany 5. Narendra Modi, Indian prime minister 6. Pope Francis, Pope, Vatican city 7. David Cameron, UK prime minister 8. Francois Hollande, President of France 9. Shinzo Abe, Prime minister of Japan 10. Dilma Rousseff, President of Brazil 11. King Salman bin Abdulaziz al Saud, King of Saudi Arabia 12. Ali Khamenei, Supreme Leader of Iran 13. Park Geun-hye, President of South Korea 14. Benjamin Netanyahu, Israeli prime minister
- 10. George Washington Carver, an American scientist • “Be kind to others. • How far you go in life depends upon your being 1. Tender with the young, 2. Compassionate with the aged, 3. Sympathetic with the striving, 4. Tolerant of the weak and the strong. • Because someday in your life, you will have been all of these.”
- 11. “The Relationship Bank Account” “It’s like your check book” Deposits • Being trustworthy, • honest, • giving people appreciation and recognition, • being good listeners, • keeping our word, • not talking behind someone’s back, • Being courteous Withdrawals • Being unkind, • discourteous, • breaking promises and commitments, • backstabbing, • being poor listeners, • being arrogant
- 12. “One of the important tasks of a leader is to create and maintain an environment where growth can occur. Leaders do not make growth occur.”
- 13. Responsibility is the prime factor of every leader Response - ability. “The stimulus is always coming at us, but we as human beings have the ability to choose our response.”
- 14. 4 Stages of Developing New Skills 1. Unconscious and unskilled - Oblivious to the behaviour or habit 2. Conscious and unskilled - Aware of new behaviour, but has not yet developed the skill 3. Conscious and skilled - Become more skilled and comfortable with the new behaviour/skill 4. Unconscious and skilled - Don’t have to think about it anymore. Becomes second nature; “Building Character.”
- 15. Secrets of successful leaders “What do great leaders do great?” • Motivate • Communicate • Serve • Plan & set goals • Execute & manage performance • Find, hire and keep the right people • Grow people • Manage stress • Negotiate • Innovate
- 16. The World's Most Admired Leaders 1. Bill Gates (Microsoft) 2. Steve Jobs (Apple) 3. Warren Buffett (Berkshire Hathaway) 4. Michael Dell (Dell) 5. Richard Branson (Virgin Group) 6. John Browne (BP) 7. Carlos Ghosn (Nissan) 8. N.R.Narayana Murthy (Infosys) 9. Jeffrey Immelt (GE) 10. Rupert Murdoch (News Corporation)
- 18. Factors In Leadership 1. Follower • Must know his followers 2. Leader • Know yourself 3. Communication • Two-way 4. Situation • Adapt to the situation
- 20. What skills do leaders need? Leadership Skills Drive Motivate Self Confidence Intelligence Knowledge Emotional Intelligence
- 21. The Five P’s of Leadership 1. Pay attention to what’s important 2. Praise what you want to continue 3. Punish what you want to stop 4. Pay for the results you want 5. Promote those people who deliver those results
- 22. Leadership versus Management Management is doing things right; leadership is doing the right things.
- 23. Roles of Managers • Planning • Organizing • Leading • Controlling
- 25. 5 Basic Ethical Principles 1. Do No Harm • Avoid harm to others—both psychological and physical harm 2. Act to Benefit Others • Make a positive contribution to another’s welfare • Promote personal growth and opportunity 3. Show Respect for Each Person • The freedom to think, choose, and act • Respect for the autonomy of others • The right to privacy and confidentiality • The right to informed consent
- 26. 5 Basic Ethical Principles (Contd…) 4. Promote Justice • Fair and just treatment of all persons • Fair distributions of goods, services, and rewards 5. Be Faithful, Keep Promises • The obligation to keep promises • The obligation to be loyal and truthful
- 27. Team Building United we stand, Divided we fall...
- 28. A team had four members called Everybody, Somebody, Anybody, and Nobody. There was an important job to be done. • Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. • Somebody got angry about that because it was Everybody’s job. • Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. • It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.
- 29. “A team is internally organized, with specific goals and usually with specific roles for different members of the team. “ For example: A cricket Team, Project team, Football team etc... “A group is just a collection of people with something in common, such as being in the same place or having a shared interest” For example: Blood group, an isolated group of people etc...
- 30. Team Building A "team" is defined as a group of people who collaborate or work together toward a common goal. T - Together E - Empowering each other to A - Achieve M - More
- 31. Why Teams "One piece of log creates a small fire, adequate to warm you up, add just a few more pieces to blast an immense bonfire, large enough to warm up your entire circle of friends; needless to say that individuality counts but team work dynamites."
- 32. Need for Team Building • Decreased productivity • Conflicts or hostility among people (staff’s, students etc…) • Confusion about assignments, missed signals, and unclear relationships • Decisions misunderstood or not carried through properly • Apathy and lack of involvement • Lack of initiation, imagination, innovation; routine actions taken for solving complex problems • Complaints of discrimination or favouritism • Ineffective staff meetings, low participation, minimally effective decisions • Negative reactions to the higher authority • Complaints about quality of service
- 33. A Team building can lead to • Good communications with participants as team members and individuals • Increased department productivity and creativity • Team members motivated to achieve goals • A climate of cooperation and collaborative problem-solving • Higher levels of task satisfaction and commitment • Higher levels of trust and support • Diverse co-workers working well together • Clear work objectives • Better operating policies and procedures
- 34. Do's and Don'ts for Building Team DON'T: • Assume everyone thinks like you. • Expect everyone to participate equally. • Demand that others change first. • Expect that all your expectations will be met. • Give up at the first sign of tension or conflict.
- 35. DO’s of a Team building • Realize your perception is your reality -- not everyone else's. • Risk honesty and openness. • Be sensitive to people's feelings. • Speak from your own experience. • Check out your perceptions. • Be patient. • Be willing to give up some control.
- 36. DO’s of a Team building (contd…) • Take responsibility for your part in a difficult relationship. • Admit that you do not have all the answers, or even know all the questions. • Believe that everyone has something to offer. • Ask plainly for what you want from another person. • Listen. • Be willing to compromise.
- 37. “True teamwork does not destroy individualism but in fact strengthens it this is the principle of synergy where one plus one equals a hundred”
- 38. Characteristics of a Good/Effective team • Setting Clear Objectives • Commitment of Team Members • Interaction among Team mates • Lines of Communication • Definitive Decision-Making Process
- 39. Qualities of an Effective Team Player • Demonstrates reliability. • Communicates constructively. • Listens actively. • Shares openly and willingly. • Cooperates and is willing to help. • Exhibits flexibility. • Shows commitment to the team. • Works as a problem-solver. • Encourages, motivates and cares for the team.
- 40. The 6 characteristics of a highly effective team • Emotional intelligence of each team member • A good mix of introverts and extroverts • They share the same stories • They make time for humor • They communicate proactively • Great leadership
- 42. MYTHS What Leaders Are Not
- 43. “Leadership is a rare skill”
- 45. “Leaders must be charismatic”
- 46. “Leaders exist only at the top of an organization”
- 47. “Leadership is about authority and control.”
- 49. Leaders are bold
- 51. Leaders look for ways to make a team perform in-sync
- 52. Leaders have close inner circles
- 53. Leaders always share their story and vision
- 54. Leaders serve and provide for others
- 55. Leaders are sensitive to change
- 56. ACTION What Future Leaders Do!
- 57. Model / Study great leaders
- 58. Accept leadership positions (or volunteer for them!)
- 59. Reflect on what it means to be a leader
Editor's Notes
- Pay Attention To What’s Important Pay attention to it in your written and oral communications. Restate the key themes over and over. Don’t undervalue repetition, repetition makes for memory and memory makes for action. Pay attention to it in your casual contacts. John Kotter, in his book to general managers, pointed out that effective general managers make great use of the random contacts they have with people. Those contacts could be in the hallway, at the water cooler, in the elevator, or walking down the street. The seize on those moments to talk about the things and ask the questions that are important to their leadership agenda. You should do that too.Organize you day, your communications, your organizational structures, your reward systems and everything else to pay attention to what’s important and then do that with unremitting diligence. Praise What You Want to Continue Praise is your best training tool. In technical terms, praise is a positive consequence that follows a positive action. It’s a reward for something done right. Use praise to get people to continue to do things or to take positive action. That’s where it’s best used.Remember, too, that praise is a tool that is most effective when it’s used inconsistently. Used consistently, praise tends to loose its force. So, don’t worry so much about praising everything that people do right, but do worry about praising.That’s important, because most of us came up in a world where we didn’t praise enough. Seek out opportunities to praise but don’t get anal retentive about it. Punish What You Want to Stop Punishment is the mirror image of praise. It’s a negative consequence that follows negative behavior. It follows a principle stated almost in biblical terms by one of my past trainees. She said: "the good shall be rewarded and the unjust shall be punished in proportion to their deeds."Punishment – negative consequences – are the tool you use to get people to stop stuff. If you figure out what’s most important for people to quit doing in your organization, rig up some kind of negative consequence for them if they do it. Be careful though, because you may fall prey to the hot stove guideline. It was Mark Twain (or if it wasn’t it should have been) who said, "A cat who sits on a hot stove will never sit on a hot stove again. But he won’t sit on a cold stove either.The management lesson here is that if you zap people too much with negative consequences, they don’t just quit doing the stuff that you don’t want them to do. They quit doing pretty much everything. That’s why "rule by fear" and "controlled ferocity" cultures have a devil of a time getting people to take initiative. They’ve been zapped so often they’re just not willing to risk it. Pay For the Results You Want Years ago when I was managing distribution and customer service centers I happened to compliment one of the customer service reps. She immediately turned around to me and said, "Don’t just tell me, show me, payday is Friday."Pay is one of the tangible ways you can reward people for doing good stuff. It’s another form of praise in visible, tangible form. Don’t limit your thinking about pay to just money, though. Pay people with time off, recognition, choice assignments, small gifts, and special bonuses to encourage the behavior you want.One of my clients used to carry around a pocket-full of restaurant gift certificates as he wandered around his trucking company. When he found somebody doing something that he wanted to encourage he was likely to whip out a gift certificate and hand it to them on the spot. It created the kind of event and drama that makes for good communication, and it encouraged positive behavior. Promote People Who Deliver The Results You Want This one just makes sense. The problem is that lots of organizations forget about it. They maintain reward and promotion systems that reward the old behavior, even while they’re trumpeting the new behavior in memo’s, meetings, and executive retreats. The five P’s of leadership will help you stay on track to positive organizational change. Remember to pay attention to what’s important, praise what you want to continue, punish what you want to stop, pay for the results you want, and promote the people who deliver those results and you’ll help your organization be the very best that it can become.