This document discusses what makes an effective leader across personal, interpersonal, managerial, and organizational levels. It explores traits like intelligence, compassion, and vision. It also examines the habits of highly effective people including being proactive, beginning with the end in mind, and putting first things first. Interpersonal habits discussed include thinking win-win, seeking first to understand, and synergizing. The document emphasizes developing character over personality and finding one's unique voice to help others.

1. Being Effective Leader

2. Whom do you see here?

3. What makes a leader great?

4. Intelligence?

5. Compassion?

6. Persistence?

7. Charisma?

8. Ambition?

9. Ability to Nurture?

10. Being Energetic?

11. Vision?

12. Ability to produce change?

13. Revolutionary?

14. Nonconformance?

15. Early Leadership Theories

16. GR8 man theory

17. Trait Theory

18. What types of leaders fail?

19. Leadership creates culture

20. Law of the farm...

23. Leadership Levels

24. Personal Leadership

25. Great Leaders

26. What do leaders need?

27. What do leaders need? contd..

28. Social Intelligence

29. The Eight Habits of highly effective people.
1. They take initiative. (“Be Proactive”)
2. They focus on goals. (“Begin with the End in Mind”)
3. They set priorities. (“Put First Things First”)
4. They only win when others win. (“Think Win/Win”)
5. They communicate. (“Seek First to Understand, Then to Be
Understood”)
6. They cooperate. (“Synergize”)
7. They reflect on and repair their deficiencies. (“Sharpen the Saw”)
8. They find their voice and help others find theirs.

30. Character vs Personality
 Much of the business success literature of recent decades has focused
on developing a good personality.
 Developing a sound character is more important.
 Character lays the basic foundation.
 Personality can emerge naturally when character is rooted in and
formed by principles.
 Forceful display of a personality that is inconsistent with our
character is like wearing a mask. It is deceptive, manipulative and
ultimately destructive.

31. Habits of Personal Effectiveness
Habit 1: Be Proactive
Habit 2: Begin with the End in Mind
Habit 3: Put First things First

32. Habit 1: “Be Proactive”
 Be Proactive
 Be responsible for your life
 Make Choices from Values Not Temporary or Immediate
Feelings
 Feel the GAP between Action and Reaction
 Best way to predict your future is to CREATE IT!

33. Action and Reaction

34. Do we exercise this endowment?

35. Tools to exercise
Stimulus Response
Freedom to
Choose
Self Independ
Awarene ent
ss Will
Conscien
Imaginati
ce
on

36. Choose your response

37. Habit 2: “Begin with the End in Mind”
 Effectiveness is not just a matter of reaching a goal
but rather of achieving the right goal.
 Imagine ourselves sitting in the back of the room at
our funeral. Imagine what people could honestly say
about us based on the way we are now.
 Do we like what we hear? Is that how we want to be
remembered?
 If not, we must change it. We must take hold of our
life.
 We can begin by drafting a personal mission
statement that outlines our goals and describes the
kind of person we want to be.

38. Having a personal mission statement
Mahatma Gandhi.
Let the first act of every morning be to
make the following resolve for the day:
 I shall not fear anyone on Earth.
 I shall fear only God.
 I shall not bear ill will toward anyone.
 I shall not submit to injustice from anyone.
 I shall conquer untruth by truth. And in
resisting untruth, I shall put up with all
suffering.

39. Habit 3: “Put First Things First”
 We should never let our most important priorities fall
victim to the least important.
 We confuse the important with the urgent. The urgent
is easy to see. The important is harder to discern.
 We must spend more time on planning, avoiding
pitfalls, developing relationships, cultivating
opportunities and recharging ourselves.
 We must focus on “important but not urgent”
activities.

41. Habits of Interpersonal Effectiveness
Habit 4: Think Win-Win
Habit 5: Seek First to Understand, Then to Be
Understood
Habit 6: Synergize

42. Interpersonal Traits

43. The Pygmalion Effect

44. Habit 4: “Think Win/Win”
 Highly effective people strive for win/win
transactions.
 They try to ensure that all the parties are better off in
the end.
 They know that any other kind of transaction is
destructive, because it produces losers and,
therefore, enemies and bad feelings, such as
animosity, defeat and hostility.
 A Win-Win mindset can help us multiply our allies.

45. Managerial

46. Leader as a teacher

47. Organizational Level

48. Habit 5: “Seek First to Understand, Then to Be
Understood”
 To develop win/win relationships, we must find out
what the other parties want, and what winning
means to them.
 We must always try to understand what the other
people want and need before we begin to outline our
own objectives.
 We must not object, argue or oppose what we hear.
 We must listen carefully, and think about it.
 We must try to put ourselves in the other party’s
shoes.

49. Involvement

50. Habit 6: “Synergize”
 Effective synergy depends on communication.
 We often don’t listen, reflect and respond but, instead,
we hear and react reflexively.
 Our reactions may be defensive, authoritarian or
passive.
 We may oppose or go along — but we do not actively
co-operate
 Co-operation and communication are the two legs of a
synergistic relationship.

51. Habit 7: “Sharpen the Saw”
 We must take care of our bodies with a program of
exercise that combines endurance, flexibility and
strength.
 We must nourish our souls with prayer, meditation, or
perhaps by reading great literature or listening to great
music.
 Mental repair may mean changing bad habits, such as
the habit of watching television.
 We must work to develop our heart, our emotional
connections and our engagement with other people.

52. Habit 8 : “Finding your voice and helping others
find theirs.”
 “Voice” is the unique personal significance each of us
offers, and can bring to bear at work.
 The 8th habit is all about moving from effectiveness to
greatness
 Finding our unique voice means fulfilling our innate
potential.
 Finding our voice, involves the four elements of a whole
person: mind, body, heart and spirit.
 Mind = Vision
When the mind is fully developed we gain vision, the
ability to discern the highest potential in people,
institutions, causes and enterprises.

53.  Body = Discipline
We need discipline to transform vision into reality. Discipline comes by
combining vision and commitment.
 Heart = Passion
When we develop a wise heart we will feel the passionate fire of conviction,
the flame that sustains the discipline needed to achieve the vision.
Passion flows from finding and using our unique voice to accomplish great
things.
 Spirit = Conscience
Developing our mental identity will lead us toward knowing the right fork in
the road, toward an inward moral compass that will guide us.

54. Four Levels of Principle Centered Leadership
PS PARADIGM For TOTAL QUALITY
one P and 8 S’s
FOUR LEVELS KEY PRINCIPLES
Self
1. Personal Trustworthiness
People
2. Interpersonal Trust
Style Skills
3. Managerial Empowerment
Shared Vision and Principles
4. Organizational Structure Systems Alignment
Strategy
STREAMS  Teach People to Fish