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Roi Session 7
The document discusses leadership and organizational climate. It states that 30% of differentiation between organizations is attributable to having a high performance climate, and leadership contributes at least 70% to the climate or mood of an organization. Key leadership traits identified are being honest, forward-looking, inspiring, and competent. The importance of communication between leaders and constituents is also discussed.
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Roi Session 7
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- 2. © Capacity 2000CC 30% OF DIFFERENTIATION ATTRIBUTABLE TO HIGH PERFORMANCE CLIMATE
- 3. © Capacity 2000CC LEADERSHIP CONTRIBUTES NO LESS THAN 70% TO CLIMATE (THE MOOD OF THE ORGANIZATION) WHICH AGAIN CONTRIBUTES TO THE CREATION OF A HIGH PERFORMANCE CLIMATE
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- 8. 21% Ambitious40% Broad-minded 20% Caring 66% Competent 28% Cooperative 20% Courageous 33% Dependable 24% Determined 42% Fair-minded 71% Forward-looking 88% Honest 23% Imaginative 6% Independent 65% Inspiring 47% Intelligent 14% Loyal 17% Mature 8% Self-controlled 34% Straightforward 35% Supportive © Capacity 2000 CC
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- 28. The greatest dangerfor most of us is not that our aim is too high and we miss it, but that it is too low and we reach it. Michelangelo © Capacity 2000 CC
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- 36. © Capacity 2000CC Clarity of purpose; Strong individuals; Focus; Roles and role flexibility; Training and competence; Trust; Commitment; Communication; Line of sight between performance and reward.
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- 38. Communication betweenleader and constituent is at the heart of everything. John W. Gardner © Capacity 2000 CC
- 39. Ninety percent ofexecutives rate themselves as effective communicators. Only thirty percent of their subordinates agree. © Capacity 2000 CC
- 40. The biggest problemwith leadership communication is the illusion that it has occurred. © Capacity 2000 CC
- 41. Understand Agree CareEmpowered to take action Fatal Assumptions 4 © Capacity 2000 CC
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- 43. “ Every yearsince 1950, the number of American children gunned down has doubled.” © Capacity 2000 CC
- 44. The facts maynot be boring… but you might be. © Capacity 2000 CC
- 45. Neurologists agree thatfacts, emotions and symbols must be created as “images” in order for the brain to order them , process them and produce thought. Creating images is essential. And “images” include sights, sounds, smells and feelings. © Capacity 2000 CC
- 46. © Capacity 2000CC Examples of the Symbolic Channel
- 47. How big isan acre of land.. The size of a football field © Capacity 2000 CC
- 48. “ Telling stories…isprobably a brain obsession and probably begins relatively early both in terms of evolution and in terms of the complexity. Telling stories precedes language, since it is, in fact, a condition for language , and it is based not just in the cerebral cortex but elsewhere in the brain and in the right hemisphere as well as the left.” Antonio Damasio © Capacity 2000 CC
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- 50. Harley executive, quotedin Results-based Leadership “ What we sell is the opportunity for a 43 year-old accountant to dress up in black leather, ride through small towns and have people be afraid of him.” © Capacity 2000 CC
- 51. “ When leadersfail to communicate in facts, emotions, and symbols, constituents will fill in the blanks” © Capacity 2000 CC
- 52. Not only whatyou say Also what you do – non verbal communication © Capacity 2000 CC
- 53. Emotional Intelligence: “The capacity to handle your own emotions and your relationships with others.” U.S. News & World Report “The Secret Skill of Leaders” 1/14/2002 © Capacity 2000 CC
- 54. Emotional high jacking:Heart 10 beats per minute above resting rate - can jump 30 beats per minute within single heart beat; Body pumping adrenaline and other disruptive hormones; Swamped by toxic/angry feelings; Thinking distorted, difficulty organizing thoughts and feeling overwhelmed. © Capacity 2000 CC
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- 56. The distance betweenthe heart and the head is very short – but it is the longest journey in the world! © Capacity 2000 CC
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- 58. Individual and teamLeadership – leading people © Capacity 2000 CC
- 59. Organization leadership- buildingan enduring enterprise © Capacity 2000 CC
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