Engineers and other technical professionals many times find themselves promoted into management. A different set of skills is needed to thrive in this new role. Leadership is one of those skills.
The document defines leadership and outlines its key components and qualities. Leadership is defined as motivating a group towards a common goal and requires a leader, followers, and a shared aim. The qualities of a good leader include intelligence, social skills, passion, commitment, integrity, self-confidence, creativity, independent thinking, and the ability to perform well under stress. Skills like communication, problem solving, and finding unique solutions are also important for leadership. The document concludes with a video about leadership.
This document provides an overview of a course on military leadership given at the National Defence University of Malaysia. It introduces the lecturer, scope of the course, and key topics that will be covered such as the concepts of military leadership, qualities of an effective leader, and human motivation. The course will examine the differences between a leader and a manager in the military context and identify the traits and principles needed for effective military leadership.
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
Leadership and team building - general proficiency (2)KritiGhai3
Kriti Ghai's presentation discusses leadership, team building, and their relationship. It defines leadership as motivating and inspiring people to achieve common goals. Team building refers to activities that improve communication, trust, and interdependence among team members. The document emphasizes that leadership and team building are interrelated and both are needed for effective teams. It outlines important leadership skills for team building like sharing a vision, communication, relationship building, and time management.
This document provides information on leadership, supervision, counseling, training, and evaluations for Navy personnel. It defines key terms and concepts, such as the three elements of an effective Navy leader being moral principles, personal example, and administrative ability. It outlines the responsibilities of supervisors in managing work centers, conducting counseling, and ensuring accurate evaluations. The importance of programs for morale, continuous improvement, and training are also discussed.
The document outlines an training program on effective leadership and management skills. It covers topics such as the nature of leadership, differences between leadership and management, effective leadership behaviors, interpersonal skills, communication, conflict management, team building, performance management, and change management. The training utilizes group discussions and activities to evaluate leadership styles and develop strategies for improving skills in areas like communication, emotional intelligence, and conflict resolution.
The document defines leadership and outlines its key components and qualities. Leadership is defined as motivating a group towards a common goal and requires a leader, followers, and a shared aim. The qualities of a good leader include intelligence, social skills, passion, commitment, integrity, self-confidence, creativity, independent thinking, and the ability to perform well under stress. Skills like communication, problem solving, and finding unique solutions are also important for leadership. The document concludes with a video about leadership.
This document provides an overview of a course on military leadership given at the National Defence University of Malaysia. It introduces the lecturer, scope of the course, and key topics that will be covered such as the concepts of military leadership, qualities of an effective leader, and human motivation. The course will examine the differences between a leader and a manager in the military context and identify the traits and principles needed for effective military leadership.
The document discusses leadership and management. It defines leadership as the ability to influence others towards achieving goals through motivation and direction. Good leaders have traits like vision, maturity, self-confidence, and the ability to facilitate change and build employee morale. The document then outlines different leadership styles like autocratic, bureaucratic, democratic, coercive, and laissez-faire. It also discusses important skills for leaders like listening, dealing with conflict, forming teams, and communicating. The last section provides tips for managers, emphasizing putting people first, being accountable and credible, including employees, avoiding discrimination, staying calm, acting as a mentor, and not assigning last-minute tasks.
Leadership and team building - general proficiency (2)KritiGhai3
Kriti Ghai's presentation discusses leadership, team building, and their relationship. It defines leadership as motivating and inspiring people to achieve common goals. Team building refers to activities that improve communication, trust, and interdependence among team members. The document emphasizes that leadership and team building are interrelated and both are needed for effective teams. It outlines important leadership skills for team building like sharing a vision, communication, relationship building, and time management.
This document provides information on leadership, supervision, counseling, training, and evaluations for Navy personnel. It defines key terms and concepts, such as the three elements of an effective Navy leader being moral principles, personal example, and administrative ability. It outlines the responsibilities of supervisors in managing work centers, conducting counseling, and ensuring accurate evaluations. The importance of programs for morale, continuous improvement, and training are also discussed.
The document outlines an training program on effective leadership and management skills. It covers topics such as the nature of leadership, differences between leadership and management, effective leadership behaviors, interpersonal skills, communication, conflict management, team building, performance management, and change management. The training utilizes group discussions and activities to evaluate leadership styles and develop strategies for improving skills in areas like communication, emotional intelligence, and conflict resolution.
Pearls of wisdom collected from previous travelers on the road that we like to call change. I hope you can relate to some of these insights and perhaps provide more. Enjoy!
Engineering leadership content on creating an aligned vision, building relationships, creating compelling reputations & achieving outstanding results.
Hitachi Data Systems - Best place to win!
The document discusses how leadership is a skill that can be developed, not something someone is born with. It asserts that becoming a great leader is a process involving experience, repetition, and education/training over time. Several quotes are provided supporting this, such as Aristotle saying excellence requires training and habit, and Caesar saying experience is the greatest teacher. It encourages the reader to start their leadership journey and emphasizes that with hard work, anyone can become a leader.
This document discusses leadership and the attributes of effective leaders. It defines leadership as the ability to develop and communicate a vision that motivates others to work passionately towards a common goal. It then lists 9 key attributes of leaders, including passion, dedication, integrity, honesty, and listening skills. The document provides tips for leadership, such as leading through actions rather than title, being willing to innovate, and ensuring one's organization is helping drive momentum in its sector. Overall, the document outlines the characteristics and mindsets that define strong leadership.
A good leader possesses the 5 C's: communication, confidence, commitment, creativity, and giving credit where credit is due. Effective leaders communicate clearly with their team, have confidence in themselves and their team, are committed to achieving goals, spark creativity within the team, and praise team members for their successes. Leaders also draw power from their position, ability to reward or punish, knowledge, and the respect given to them by their team. The most important quality, though, is liking people - a good leader connects with their team on a human level.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
This document discusses leadership attributes and provides examples. It begins by stating that leadership skills are now necessary in many fields. It then defines leadership as the process where a person influences others' attitudes, behaviors, and thoughts in a business organization. The document goes on to agree that leadership is an important skill for a successful business person. It also lists "foresight" as an important leadership attribute. The remainder of the document consists of questions and answers about leadership that provide more details about why it is important and what good leadership entails.
The document outlines a course on leadership and team building. It discusses theories of leadership such as attribution theory, charismatic theory, and contingency theories. It also covers qualities of a good leader, leadership issues, group development, defining teams, and preparing for effective team building. The preparation section emphasizes the importance of preparing the work environment, the leader, and team members.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
The document summarizes key topics in leading and managing people and teams, including leadership and management theories, recruitment and selection, diversity and equal opportunities, motivating individuals and groups, training and development, and performance appraisal. Some major leadership theorists discussed are Henri Fayol, F.W. Taylor, Elton Mayo, and Peter Drucker. Recruitment and selection covers establishing an effective process and common selection methods. Diversity and equal opportunities examines implementing relevant policies. Motivation theories explored include Maslow's hierarchy of needs, Hertzberg's two-factor theory, and Vroom's expectancy theory.
The document discusses various leadership styles and components of effective leadership. It describes three main leadership styles - authoritarian, participative, and delegative - and explains that good leaders use all three styles depending on the situation and forces involved. It also discusses factors like follower characteristics, communication, motivation, and trusting relationships as keys to effective leadership.
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
This document discusses basic army leadership. It defines leadership as influencing people to accomplish goals by providing purpose, direction and motivation. An army leader is anyone who inspires people to achieve organizational aims through their role or responsibilities. Army leaders demonstrate character, presence and intellectual capacity. They lead others through core competencies of leading, developing and achieving. The document stresses the importance of continual self-examination and setting leadership development goals.
The Leadership Challenge is known as one of the most valid and famous leadership models. In this presentation I went through the following topics:
- Why leadership matters?
- Leadership development levels
- Who is a leader?
- What is TLC?
- Who is a exemplary leader?
- 30 expected leader's behaviors
GE invests heavily in leadership development to support its global operations and growth. It maintains the Crotonville leadership center to train managers and drive the company culture. Crotonville provides leadership training, strategic discussions, and cultural initiatives to develop managers and ensure they uphold GE's values of integrity, excellence, and customer focus. GE's leadership development evolution spans decades and aims to align training with its growth strategy while maintaining high ethical standards.
This document discusses leadership theories and improving leadership skills. It begins by outlining the session objectives, which are to define leadership, identify traits and skills of effective leaders, discuss key leadership theories, and how to improve leadership skills. It then provides an overview of different leadership theories including great man theories, trait theories, functional theories, behavioral theories, situational/contingency theories, and transformational theories. It also lists common leadership traits and skills. Finally, it discusses ways to improve leadership skills such as reflecting on skills needed, getting feedback, practicing leadership, finding a mentor, and attending training.
Effective managers today are multi-tasking and combine new technologies with high standards. They fulfill many roles such as administrators, project managers, and part-time therapists for employees. Successful managers seek out employees who work hard without needing prodding. Managers must have strong skills to be effective in today's changing business world and different management roles require different skills. Good leaders motivate their teams to achieve excellence through confidence in abilities and trusting decisions.
Leadership workshop presentation tera allas january 2014Tera Allas
The document discusses leadership and the skills needed to be an effective leader. It addresses that real leaders have followers and the type of leadership style that will have more followers is one modeled after being a "servant" rather than a "tyrant". Good leadership makes a huge difference in employees' mental state and companies with great leadership outperform financially. The key skills discussed for leaders are prioritization, influencing, self-awareness, and resilience. Challenges leaders face are addressed as well as actions that can be taken to improve as a leader.
Personality traits are strongly linked to leadership abilities. Research shows the five main personality traits of Adjustment, Ascendance, Likeability, Prudence, and Intellect/Openness can predict leadership ratings. Managers with poor personalities negatively impact employee satisfaction, while good personalities have positive business outcomes. However, it is estimated that 50-75% of current managers may lack strong leadership skills due to a focus on technical abilities over personality during the hiring process. To be most effective, organizations should select for personalities that will enable good management and leadership.
Pearls of wisdom collected from previous travelers on the road that we like to call change. I hope you can relate to some of these insights and perhaps provide more. Enjoy!
Engineering leadership content on creating an aligned vision, building relationships, creating compelling reputations & achieving outstanding results.
Hitachi Data Systems - Best place to win!
The document discusses how leadership is a skill that can be developed, not something someone is born with. It asserts that becoming a great leader is a process involving experience, repetition, and education/training over time. Several quotes are provided supporting this, such as Aristotle saying excellence requires training and habit, and Caesar saying experience is the greatest teacher. It encourages the reader to start their leadership journey and emphasizes that with hard work, anyone can become a leader.
This document discusses leadership and the attributes of effective leaders. It defines leadership as the ability to develop and communicate a vision that motivates others to work passionately towards a common goal. It then lists 9 key attributes of leaders, including passion, dedication, integrity, honesty, and listening skills. The document provides tips for leadership, such as leading through actions rather than title, being willing to innovate, and ensuring one's organization is helping drive momentum in its sector. Overall, the document outlines the characteristics and mindsets that define strong leadership.
A good leader possesses the 5 C's: communication, confidence, commitment, creativity, and giving credit where credit is due. Effective leaders communicate clearly with their team, have confidence in themselves and their team, are committed to achieving goals, spark creativity within the team, and praise team members for their successes. Leaders also draw power from their position, ability to reward or punish, knowledge, and the respect given to them by their team. The most important quality, though, is liking people - a good leader connects with their team on a human level.
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Leadership and empowerment , delegation skilletichaurasia
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
This document discusses leadership attributes and provides examples. It begins by stating that leadership skills are now necessary in many fields. It then defines leadership as the process where a person influences others' attitudes, behaviors, and thoughts in a business organization. The document goes on to agree that leadership is an important skill for a successful business person. It also lists "foresight" as an important leadership attribute. The remainder of the document consists of questions and answers about leadership that provide more details about why it is important and what good leadership entails.
The document outlines a course on leadership and team building. It discusses theories of leadership such as attribution theory, charismatic theory, and contingency theories. It also covers qualities of a good leader, leadership issues, group development, defining teams, and preparing for effective team building. The preparation section emphasizes the importance of preparing the work environment, the leader, and team members.
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
The document summarizes key topics in leading and managing people and teams, including leadership and management theories, recruitment and selection, diversity and equal opportunities, motivating individuals and groups, training and development, and performance appraisal. Some major leadership theorists discussed are Henri Fayol, F.W. Taylor, Elton Mayo, and Peter Drucker. Recruitment and selection covers establishing an effective process and common selection methods. Diversity and equal opportunities examines implementing relevant policies. Motivation theories explored include Maslow's hierarchy of needs, Hertzberg's two-factor theory, and Vroom's expectancy theory.
The document discusses various leadership styles and components of effective leadership. It describes three main leadership styles - authoritarian, participative, and delegative - and explains that good leaders use all three styles depending on the situation and forces involved. It also discusses factors like follower characteristics, communication, motivation, and trusting relationships as keys to effective leadership.
The document discusses the importance of leadership. It begins by stating that the success of a business depends on its leadership abilities. It then defines leadership as influencing people to strive willingly towards group goals. The document outlines 10 reasons for the importance of leadership, including perfecting an organization's structure, directing group activities, adapting to changes, and motivating employees. It also lists qualities of an effective leader such as physical/mental strength, emotional stability, communication skills, and sociability. The summary concludes that leadership creates secure and independent work environments for subordinates.
This document discusses basic army leadership. It defines leadership as influencing people to accomplish goals by providing purpose, direction and motivation. An army leader is anyone who inspires people to achieve organizational aims through their role or responsibilities. Army leaders demonstrate character, presence and intellectual capacity. They lead others through core competencies of leading, developing and achieving. The document stresses the importance of continual self-examination and setting leadership development goals.
The Leadership Challenge is known as one of the most valid and famous leadership models. In this presentation I went through the following topics:
- Why leadership matters?
- Leadership development levels
- Who is a leader?
- What is TLC?
- Who is a exemplary leader?
- 30 expected leader's behaviors
GE invests heavily in leadership development to support its global operations and growth. It maintains the Crotonville leadership center to train managers and drive the company culture. Crotonville provides leadership training, strategic discussions, and cultural initiatives to develop managers and ensure they uphold GE's values of integrity, excellence, and customer focus. GE's leadership development evolution spans decades and aims to align training with its growth strategy while maintaining high ethical standards.
This document discusses leadership theories and improving leadership skills. It begins by outlining the session objectives, which are to define leadership, identify traits and skills of effective leaders, discuss key leadership theories, and how to improve leadership skills. It then provides an overview of different leadership theories including great man theories, trait theories, functional theories, behavioral theories, situational/contingency theories, and transformational theories. It also lists common leadership traits and skills. Finally, it discusses ways to improve leadership skills such as reflecting on skills needed, getting feedback, practicing leadership, finding a mentor, and attending training.
Effective managers today are multi-tasking and combine new technologies with high standards. They fulfill many roles such as administrators, project managers, and part-time therapists for employees. Successful managers seek out employees who work hard without needing prodding. Managers must have strong skills to be effective in today's changing business world and different management roles require different skills. Good leaders motivate their teams to achieve excellence through confidence in abilities and trusting decisions.
Leadership workshop presentation tera allas january 2014Tera Allas
The document discusses leadership and the skills needed to be an effective leader. It addresses that real leaders have followers and the type of leadership style that will have more followers is one modeled after being a "servant" rather than a "tyrant". Good leadership makes a huge difference in employees' mental state and companies with great leadership outperform financially. The key skills discussed for leaders are prioritization, influencing, self-awareness, and resilience. Challenges leaders face are addressed as well as actions that can be taken to improve as a leader.
Personality traits are strongly linked to leadership abilities. Research shows the five main personality traits of Adjustment, Ascendance, Likeability, Prudence, and Intellect/Openness can predict leadership ratings. Managers with poor personalities negatively impact employee satisfaction, while good personalities have positive business outcomes. However, it is estimated that 50-75% of current managers may lack strong leadership skills due to a focus on technical abilities over personality during the hiring process. To be most effective, organizations should select for personalities that will enable good management and leadership.
This document discusses rebuilding a company's leadership pipeline by spotting future talent. It notes that most new executives hired from outside fail within 18 months, and only 33-50% are considered successful after 3 years. When executives fail, it is often due to lack of organizational or cultural fit. The document provides strategies for assessing fit, including understanding the position, leadership group, CEO/manager, organizational culture, and industry culture. It also discusses using behavioral assessments and resumes/interviews to identify candidates with the right leadership style for the role and organization. The overall message is that companies must carefully evaluate both skills and fit when selecting new leaders.
This document discusses how to rebuild a leadership pipeline by spotting talent early. It notes that many new executives fail within their first few years, and companies often fail to properly assess organizational fit. To improve, companies should assess fit as well as skills. They should understand their culture, leadership needs, and what styles historically fit. By constantly scanning for potential leaders and developing them early, companies can rebuild their pipelines to find the right talent.
Leadership top tenleadershipmistakes-jack smalley-express 2010weichele
The competencies that most impact trust are respect, fairness, pride, and camaraderie. Respect involves supporting employees' development and valuing diverse perspectives. Fairness means equitable treatment and performance-based rewards. Pride comes from individual work, team accomplishments, and organizational success. Camaraderie is about feeling comfortable being yourself among socially friendly colleagues who embrace family values.
Symposium CONF 201 Leadership vs Management from a Military Background – What...PMI-Montréal
The document discusses the differences between leadership and management, with leadership focusing on influencing others and having a long term vision, while management focuses on controlling processes and maintaining the status quo. It provides examples of how project managers can demonstrate leadership on projects by inspiring teams, challenging assumptions, and focusing on stakeholders. The document advocates that to be successful, project managers likely need to balance both management and leadership skills, with the appropriate approach depending on the context of the specific project. It highlights communication, trust, delivering on promises and leading by example as important leadership traits for project managers.
Trignano communicate with impact for pmp 3 24_10Linda Trignano
This document discusses the importance of communication and soft skills for project managers. It notes that project management involves getting work done through people, and that soft skills like communication, leadership, and team building can make or break a project. The document provides an overview of key soft skills needed for project managers, including communication, leadership, flexibility and the ability to manage teams, small groups, and organizational culture. It emphasizes that communication comprises 90% of a project manager's job.
Trignano communicate with impact for pmp 3 24_10Linda Trignano
This document discusses the importance of communication and other soft skills for project managers. It notes that project management involves getting work done through people, and that soft skills like communication, leadership, and team building can make or break a project. The document provides an overview of key soft skills needed for project managers, including communication, leadership, flexibility and the ability to manage teams, small groups, and organizational culture. It emphasizes that communication comprises 90% of a project manager's job.
This document discusses management skills and the roles and functions of managers. It defines management, leadership, and the differences between managers and leaders. It outlines five categories of management skills, ten basic skills of effective managers, and challenges that managers face. It also discusses the functions of management including planning, organizing, leading, and controlling.
The study found that current leadership skills are insufficient to meet today's organizational needs. Leaders lack the skills in the areas identified as most critical, including inspiring commitment, strategic planning, leading people, resourcefulness, and employee development. While resourcefulness is considered a top leadership skill, the other critical skills are not adequately demonstrated based on what is needed for effective leadership currently. Additionally, today's leadership capacity is insufficient to meet future leadership requirements, indicating a leadership gap exists both currently and when looking ahead.
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes GroupMBHomeBuilders
The opportunity for coaching occurs at every level throughout an organization. Employees move through roles and responsibilities that change from a narrow focus to leadership roles where process, task and people skills are required, to senior level roles with a focus on communication, influencing and strategic thinking. No individual has well developed skills in all areas upon assuming a new job and a good coach will identify areas for development and provide support and follow up in a consistent manner.
We can all become effective coaches and help our organization develop a coaching culture. It's good for our employees, good for us and good for the organization as a whole.
The document discusses key qualifications and soft skills. Key qualifications refer to transferable skills that are not specific to certain tasks, and include elements like flexibility and creativity. Soft skills are personal attributes that improve interactions, such as communication, teamwork, and flexibility. Soft skills are important for success in the workplace as they allow people to work well with others. Both hard skills (technical abilities) and soft skills are important to have to remain competitive in the job market. Developing soft skills can help people perform jobs more efficiently and interact more effectively.
Webinar - Learn How To Upgrade From Executive To Leader PPTAbhishek Prasoon
My Journey from Executive to Leader
The document provides an outline for a webinar on upgrading from an executive to a leader. The summary includes:
- The webinar will discuss the speaker's journey from executive to leader, including establishing yourself as a brand through networking and writing, managing up to build relationships with higher management, and leading without formal authority.
- It will also provide tips on overcoming a mid-career crisis through self-reflection and skills upgrading, and developing soft skills like communication, emotional intelligence, and productivity hacks.
- The outline includes a section on volunteering to gain experience and job searching skills as essential for career progression.
Management and Leadership Training PresentationFelcotech
The document outlines an upcoming presentation by Felix Ugokpa on developing leadership skills for effective people management, including an overview of the presentation content which covers modules on leadership, management, communication, and conflict management skills. The objectives are for participants to learn skills and techniques for people's management, leadership attributes, and how to reduce conflicts.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, and developing a vision. It provides recommendations for becoming a better leader such as learning to trust and empower others, encouraging individuals to achieve their full potential, and creating a vision to inspire and guide an organization. Effective leaders focus on customers, set high standards, and inspire others to achieve more than they thought possible.
2014 7 17 pihra succession planning long beach_v2Simon Vetter
This document discusses succession planning and developing future leaders. It begins with an overview of succession planning and developing a leadership pipeline. It then provides practical tips for succession planning, including getting executive support, focusing on high-potential employees, and keeping the process simple. The document emphasizes that support from colleagues is critical for improving leadership effectiveness. It presents a proven process for creating lasting changes in leadership behaviors through assessment, planning, follow-up and measurement. The goal is to develop self-awareness and critical leadership skills to help leaders succeed at higher levels.
1. The document discusses defining and developing critical success competencies for leadership in the 21st century. It provides an overview of research showing leadership impacts organizational performance and discusses common leadership derailers.
2. It describes assessing leadership competencies across four domains and measuring current and future job performance across five categories. Best practices include using data to define leadership and track talent management program success.
3. Assessments can predict future job performance and be used for development, improvement, and comparison to help organizations define, develop, and measure critical leadership competencies.
Adrian Lowther's assessment results identified his top 5 leadership characteristics as understanding the business, acting with honor and character, creating new and different ideas, getting organized, and managing work processes. The assessment also provided insight into potential blind spots in dealing with trouble and hidden strengths in relating skills.
Similar to Presentation leadership & engineering mgmt. (20)
Successful projects require both managerial and technical excellence. Many times, projects fail due to multiple managerial issues. This paper describes key issues leading to project failure.
This document summarizes a technical seminar on biomass power. It discusses increasing global population and energy demand, the role of alternative energies, and implications for the future. Key points include that demand for oil is projected to grow 30-50% in the next two decades; biomass has potential as a viable fuel but major infrastructure changes would be needed; and providing stable, affordable energy for a growing population will require utilizing all available energy sources including fossil fuels, nuclear, and renewables. The conclusions are that all forms of energy production will be needed to meet demand.
This document discusses project risk management and identifies risks. It outlines the process of identifying risks through team brainstorming and using the work breakdown structure. Key steps include describing specific risks and having the team come to a mutual understanding of potential risk events. The goals of risk management are to anticipate problems, minimize surprises, and increase the likelihood of project success.
How To Rescue A High Visibility ProgramDavid Tennant
The document discusses how to rescue troubled high-visibility projects. It identifies the top five causes of project failure as continuous scope changes, poor planning, the wrong people in charge, a dysfunctional organization, and unrealistic expectations. The presentation provides strategies for assessing where a failing project currently stands, developing a recovery plan with a new project plan and securing management approval, controlling changes, and dealing with crises through preparation, accountability, communication, and single leadership.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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2. Contents
Why do I want to be in
Engineering Management?
How do I get there?
What are the skills
needed?
What role does leadership
play?
2
3. Is Management for You?
How many want to move into
a management role?
How many are already in a
management role?
How many want to move into
an executive management
role?
3
4. Typical Technical Career Path
Managerial
Technical
(Business focus)
(Technology focus)
At some point
in your career,
you will come
to a fork in the
road.
4
5. Is Management for You?
Have you considered project management?
PM Core competencies
Team Builder & Leader
Presentation/Public Speaking
People Skills (i.e. “Soft Skills”)
Ability to Plan—Attention to Detail
Budgeting & Scheduling
Basic Technical Understanding
Flexibility
Administration
Ability to Make Decisions
Understanding the PM Process
Negotiation skills
Project Leadership
Integrity
Critical thinking
5
6. Is Management for You?
Role Comparison
Project Manager
•
•
•
•
•
•
•
•
•
•
•
•
Budgets
Schedules
Team building
Client satisfaction
Conflict resolution
Stakeholder management
Quality
Politics
Resources
Coordination
Problem solving
Communication skills
Sr. Executive
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Budgets
Finance & Wall St.
Milestones
Team building
Client satisfaction
Conflict resolution
Board management
Politics
Resources
Marketing/sales
Problem solving
Strategy
Visionary
Communication skills
6
7. Is Management for You?
Have you considered project management?
Project Management is a good
stepping stone to Senior
Management!
C-Level
COO/CEO
VP
Supervisor
Project
Mgr.
Manager
Director
Engineer
7
8. What Stakeholders Expect of the PM
By management: Reach the objective on time, on budget, and
within performance parameters. All this should be done with a
minimum of friction.
By your peers: Work with me to resolve conflict and do not
spring surprises—keep me informed. Give me reasonable
deadlines and plan as far in advance as possible.
By your subordinates: Give us the freedom to do our job,
but be available when we need help.
8
9. The True Meaning of Project Management
Client Requirements
Design & Engr.
“will it work?”
“When can I have it?”
(Tech issues)
Social & Community
Mistrust
“NIMBY”
Procurement
Regulations
(Supplier Issues)
(Financial,
Environmental, etc.)
Team Issues
“conflict”
Corporate Culture
“Politics”
Sr. Mgmt.
On time & budget!
Project Work
-Communications
-Risks
- Planning
- Quality, etc
Public Relations
“The Media”
9
10. Leadership
Can you define “Leadership?”
What does this mean to you?
The best advice I ever
received was to have a point
of view about the future that
focuses on the customer.
- Alan Mulally
CEO, Ford
10
11. Leadership
A few insights:
A Leader takes people where they would never go on their own”
--Hans Finzel
“Leadership is influence, period”
-- John Maxwell
“A leader is honest, competent, forward-looking and inspiring”
-- James Kouzes
“Great leadership consists of character, personal capabilities, focus
on results, interpersonal skills, and leading organizational change”
--John Zenger
“Key elements of leadership include vision, character, commitment,
leading change”
–Dave Ulrich
11
13. Pick up any book on leadership and you will
find leadership traits such as:
•
•
•
•
•
•
•
•
•
•
•
Having high personal integrity
Visionary
Competent
Focused on Results
Having strong interpersonal skills
A great communicator
Able to motivate others
Decisive
A change agent
Follow through on commitments
Ability to influence others
13
14. Leader vs. Manager
You want to be here
Project Leader
Project Manager
• Set Direction
• Inspire teamwork
• Align employees
• Motivate & support
• Plan & budget
• Organize work
• Staff project
• Control project
Inspiration
Administration
Leadership is the ability to get things done through other people.
Adapted from Vijay Verma, HR Skills for the Project Manager
14
15. How Do Leaders Go Wrong?
Abusive and arrogant
Dictatorship in decision making
Egocentric manner
Poor interpersonal skills
Absence of praise or affirmation
Lack of delegation
Poor communicator
Oblivious to the corporate culture
Poor listener
15
16. How Do Leaders Go Wrong?
Some leaders fail because they are oblivious to the
corporate culture (see previous list). Can you imagine
an outsider coming in to run your company?
Can you write down your company’s mission statement?
It’s core values? Why is this important?
Would an outsider understand this? Why do companies
sometimes bring in outsiders to run a firm?
16
17. America’s Worst Business Leaders
What went wrong?
Top 20
The 20 Worst American CEOs
of all time?
CNBC assembled a panel of
professors from top business
schools to rank the records of
CEOs, Those listed here most
effectively destroyed value and
innovation, while displaying the
worst management skills
throughout their tenure.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Dick Fuld – Lehman Bros
Angelo Mozilo – Countrywide
Ken Lay – Enron
Jimmy Cayne – Bear Stearns
Bernie Ebbers – Worldcom
Al Dunlop – Sunbeam
Fred Joseph – Drexel
Jay Gould – (Railroads, 1890’s)
John Patterson – NCR (1920,s)
John Akers – IBM
17
18. America’s Worst Business Leaders
Top 20 “worst”
Continued….
Roger Smith
GM
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
Henry Frick – Carnegie Steel
Bob Allen – AT&T
Roger Smith – GM
John Sculley – Apple (prior to S. Jobs)
Martin Sullivan – AIG
Gerald Levin – AOL-Time Warner
Bob Nardelli – Home Depot
Stan O’Neal – Merrill Lynch
Carly Fiorina – HP
Vikram Pandit – Citi ---$160-million
payout to go away!!
18
19. Managing Teams
The Five Dysfunctions of a Team
1.
2.
3.
4.
5.
Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Not focused on results
From: The Five Dysfunctions of a Team by Patrick Lencioni
19
20. Comments on Conflict
“Smooth seas do not make skillful sailors.”
--African Proverb
“Conflict lies at the core of
innovation.”
-- Emanuel R. Piore
“Conflict avoiders do not
make good project
managers.”
-- Jack Meredith
20
21. How Can I Become a Better Leader?
1. Develop/display high personal
character
2. Develop new skills
(take a course, attend a seminar).
3. Find a coach or mentor
4. Always follow through on
commitments
5. Identify your strengths &
weaknesses
21
22. How Can I Become a Better Leader?
6. Observe how leaders conduct
themselves
7. Work to become better at
negotiation and influencing others.
8. Avoid the “mistakes” that leaders
make discussed earlier (arrogance,
dictatorial, poor listener, etc.)
9. Learn from your mistakes.
22
23. Tips I Have Picked Up Along the Way
Everyone has strengths and weaknesses
Not everyone is a team player
You can’t do it all yourself – learn to delegate
Stay focused on the objectives
Hold people accountable
Never stop learning
Leave the technical stuff behind
23
24. Leadership
He who thinks he leads, but
has no followers, is only out
for a walk.
- Author unknown
24