This document provides an agenda and overview for a presentation on "Spark-full" Leadership for challenging times. The presentation discusses why spark-full leadership is important, the difference between management and spark-full leadership, and definable characteristics that spark-full leaders need to display. It also covers releasing discretionary energy from teams. Key points include that spark-full leadership inspires people to achieve shared goals, looks inward for responsibility, understands team dynamics, and aligns values and behaviors with rewards.
This document provides 24 rules of leadership as curated by Oren Harari from Colin Powell's leadership principles. The rules focus on eliciting diverse ideas, establishing trust, walking the talk, hiring the right people, listening, owning details, questioning assumptions, checking ego, embracing change, seeking consensus while being decisive, avoiding stereotypes, simplifying messages, leading each situation, pushing boundaries, prioritizing execution, valuing people over plans, challenging norms, decentralizing decision making, maintaining optimism, striving for work-life balance, and preparing for the loneliness of leadership.
The document summarizes a leadership conference with several speakers. Welby Altidor discussed nurturing creativity in companies and building trust to foster creative courage. Vince Molinaro talked about leadership accountability and the behaviors of accountable leaders. Dr. Tasha Eurich covered the importance of self-awareness, particularly the seven pillars of internal self-awareness. Amanda Lang emphasized the need for an engaging culture that allows questions to foster innovation and change. Joe Biden concluded the event by stressing that leadership requires making tough decisions and owning the consequences.
National Agricultural Innovation Project (NAIP), ICAR and the International Food Policy Research Institute (IFPRI) organized a two day workshop on ‘Impact of capacity building programs under NAIP’ on June 6-7, 2014 at AP Shinde Auditorium, NASC Complex, Pusa, New Delhi. The main purpose of the workshop was to present and discuss the findings of the impact evaluation study on capacity building programs under NAIP by IFPRI. The scientists from ICAR and agricultural universities were sent abroad to receive training in specialized research techniques. Post-training, scientists were expected to work on collaborative projects within the ICAR, which would further enrich their knowledge and skills, expand their research network and stimulate them’ to improve their productivity, creativity and quality of their research. The ICAR commissioned with IFPRI (International Food Policy Research Institute) to undertake an evaluation of these capacity building programs under NAIP in July 2012. The workshop shared the findings on the impact of capacity building programs under NAIP and evolve strategies for future capacity building programs
This document contains 12 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: good leaders make tough decisions and confront people who need confronting, even if it angers some; leaders should be accessible and address their subordinates' problems; leaders should not be afraid to challenge experts or follow management fads blindly; and a leader's optimism can have a multiplying positive effect on their organization. The overall message is that effective leadership requires making hard choices, addressing issues head-on, flexibility in management approach, and maintaining a positive outlook.
Transformational leadership focuses on gaining follower commitment through inspiring followers to share the leader's vision, enacting change, and empowering followers. It is built on follower commitment rather than just compliance. The transformational leader focuses on long-term goals and inspires followers by making shifts in their beliefs and values.
This document provides 24 rules of leadership as curated by Oren Harari from Colin Powell's leadership principles. The rules focus on eliciting diverse ideas, establishing trust, walking the talk, hiring the right people, listening, owning details, questioning assumptions, checking ego, embracing change, seeking consensus while being decisive, avoiding stereotypes, simplifying messages, leading each situation, pushing boundaries, prioritizing execution, valuing people over plans, challenging norms, decentralizing decision making, maintaining optimism, striving for work-life balance, and preparing for the loneliness of leadership.
The document summarizes a leadership conference with several speakers. Welby Altidor discussed nurturing creativity in companies and building trust to foster creative courage. Vince Molinaro talked about leadership accountability and the behaviors of accountable leaders. Dr. Tasha Eurich covered the importance of self-awareness, particularly the seven pillars of internal self-awareness. Amanda Lang emphasized the need for an engaging culture that allows questions to foster innovation and change. Joe Biden concluded the event by stressing that leadership requires making tough decisions and owning the consequences.
National Agricultural Innovation Project (NAIP), ICAR and the International Food Policy Research Institute (IFPRI) organized a two day workshop on ‘Impact of capacity building programs under NAIP’ on June 6-7, 2014 at AP Shinde Auditorium, NASC Complex, Pusa, New Delhi. The main purpose of the workshop was to present and discuss the findings of the impact evaluation study on capacity building programs under NAIP by IFPRI. The scientists from ICAR and agricultural universities were sent abroad to receive training in specialized research techniques. Post-training, scientists were expected to work on collaborative projects within the ICAR, which would further enrich their knowledge and skills, expand their research network and stimulate them’ to improve their productivity, creativity and quality of their research. The ICAR commissioned with IFPRI (International Food Policy Research Institute) to undertake an evaluation of these capacity building programs under NAIP in July 2012. The workshop shared the findings on the impact of capacity building programs under NAIP and evolve strategies for future capacity building programs
This document contains 12 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: good leaders make tough decisions and confront people who need confronting, even if it angers some; leaders should be accessible and address their subordinates' problems; leaders should not be afraid to challenge experts or follow management fads blindly; and a leader's optimism can have a multiplying positive effect on their organization. The overall message is that effective leadership requires making hard choices, addressing issues head-on, flexibility in management approach, and maintaining a positive outlook.
Transformational leadership focuses on gaining follower commitment through inspiring followers to share the leader's vision, enacting change, and empowering followers. It is built on follower commitment rather than just compliance. The transformational leader focuses on long-term goals and inspires followers by making shifts in their beliefs and values.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; a leader must be accessible to their employees and address their problems; do not be afraid to challenge experts, even in their own field; pay attention to details while also encouraging new ideas; and make decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership involves taking responsibility, accessibility, challenging status quos, attention to details, timely decision making, and more.
This document discusses seven ideas for leadership: 1) Developing a clear vision and strategic goals, 2) Defining your organization's values and preferred behaviors, 3) Engaging employees by addressing low engagement, 4) Actively listening to employees, 5) Challenging the status quo, 6) Developing other leaders rather than just followers, 7) Taking action rather than just taking notes. It provides examples and research to support developing leadership in these seven areas to improve organizational performance, culture and employee retention.
The document provides ideas for effective leadership. It discusses the differences between management and leadership, with managers focusing on maintaining the status quo while leaders look forward and create visions. It emphasizes the importance of leadership in rallying people toward a better future. It then offers seven ideas for leadership: 1) creating a clear vision, 2) aligning with values, 3) engaging employees, 4) listening to employees, 5) encouraging new ideas, 6) developing other leaders, and 7) taking action.
This document provides an overview of what to expect from an upcoming presentation on agile engagement, leadership, and quality. The presentation will take a human-centric perspective and cover these topics in 3 parts over approximately 4 timeboxes of 20 minutes each. It will include short introductory videos and discussions of how to increase employee engagement through meaningful goals and rich work, challenges of leadership, and creating a culture where people feel responsible and motivated. The goal is to possibly challenge perspectives and connect ideas around increasing engagement and effective leadership.
An exploration of the relationship between employee engagement and leadership, and how they might affect quality. Includes references to external sources.
General Colin Powell provides lessons on leadership in a document containing 12 lessons. Some of the key points made in the lessons include: being responsible as a leader means making difficult decisions that will upset some people; real leaders make themselves accessible to address problems rather than building barriers; leaders should not be afraid to challenge experts and established ways of thinking; and a leader's optimism is powerful in motivating others.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; leaders should make themselves accessible to solve problems reported by subordinates; leaders should not be swayed by experts and elites and instead focus on accomplishing the mission; and leadership involves attracting talented people and empowering them to succeed or fail based on their efforts and contributions. The overall message is that effective leadership requires making tough choices, focusing on goals over processes, and enabling others to achieve great things through a combination of responsibility, accessibility, optimism, and talent development.
June 6th SSA leadership, relationships, teamscsddave
This document contains summaries and excerpts from various leadership experts on creating an effective team environment. It discusses how teamwork can help achieve goals, defining leadership as something that should come from all levels, and creating a culture where every employee feels essential. It provides tips on listening, empowering team members, and treating individuals with respect to build strong relationships.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
Focused properly, leadership charisma fosters an environment where every one of your people has a positive and energetic attitude, is emotionally and intellectually committed to your vision, and is inspired to contribute his or her very best. Watch this 60 minute webinar and learn how any leader can become more personally charismatic - and how any leader can harness that charisma to achieve superior bottom-line results for their businesses.
What You Will learn:
The impact of Leadership on Employee Engagement
Six Critical Behaviors of Engaging & Productive Leaders
Key Drivers of Individual Performance
Great leaders are great communicators and motivatorsArise Roby
The document discusses key aspects of leadership and effective communication. It notes that a leader is defined not by their title or salary but by how they interact with others. Successful leaders are good communicators and listeners who can help people achieve their potential by establishing a vision, building relationships, and motivating others. Motivation involves recognizing people, including them, encouraging risk-taking, and trusting them. Effective communication is two-way, and leaders must listen to understand different perspectives, admit mistakes, and praise openness to encourage further input.
This document discusses adaptive leadership and how it differs from traditional management. It provides summaries of what traditional managers and leaders do, as well as why agile teams need leaders rather than managers. The core mindsets of adaptive leadership are described as embracing ambiguity, envisioning and evolving, enabling collaboration, and riding paradox. It also discusses how to transition from being a manager to a leader, including setting your vision, leading with trust, and serving others. Key behaviors that foster trust are recognized, including showing vulnerability.
This document outlines an agenda for a leadership workshop on developing leadership skills based on the Five Practices of Exemplary Leadership. The workshop will introduce the five practices - modeling the way, inspiring a shared vision, enabling others to act, challenging the process, and encouraging the heart. It will discuss each practice in turn and include activities for participants. Research shows these five practices can be learned and are exhibited by successful leaders worldwide. The workshop aims to help participants strengthen their own leadership abilities.
The document outlines an agenda for a workshop on leadership and persuasion hosted by The Chazin Group. The agenda covers topics like winning trust, building credibility, leadership styles, planning and overcoming barriers. It provides guidance on developing skills like setting vision, listening, problem solving creatively, and embracing change.
The document discusses building and sustaining a culture of strong character in workplaces, families, education, and communities. It outlines several challenges faced such as managerial issues, toxic leadership, and lack of values. Developing high character with skills and virtues is important. Character First is introduced as an organization that promotes character development through various programs and resources. The conclusion emphasizes that without character at the center, spheres like business and government can fail. Character is a lifelong process.
This document discusses research into what drives successful female leaders. It summarizes a leadership model called "centered leadership" that was developed based on interviews with over 85 female leaders worldwide. The model comprises five dimensions: meaning (finding your strengths and purpose), managing energy (identifying what energizes and depletes you), positive framing (adopting an optimistic view), connecting (building relationships and a sense of belonging), and engaging (finding your voice and accepting opportunities). The document provides examples and research findings to illustrate each dimension and argues that centered leadership helps women build skills to become more self-confident leaders.
The document discusses effective leadership and team building. It emphasizes the importance of caring about people, involving team members, and treating others the way you want to be treated. The key behaviors leaders should model are connecting with people, involving them wherever possible, and setting a positive tone. Working together as a team through simple actions like patience, encouragement, and connection can help achieve more and make good things happen.
The Five Pillars of Leadership: How to bridge the leadership gap Paul J. MeyerDr. Michael Clarke
Paul J. Meyer is considered the founder of the personal development industry. His organization, Leadership Management International, has engaged with over 2 million leaders in 67 countries. He describes leadership as achieving beneficial results through people, and that anyone can be a leader by stepping forward to help others transform. Good leadership requires integrity, having a servant's heart to develop others, and stewardship to develop people to their full potential. Leaders must be committed to continual growth and have the courage to embrace change to succeed.
Real Commitment Breeds Success We believe in the power of a “Performance-Based” Leadership Team. That is why building a No. 1 company requires more than believing in the mission: It takes real commitment to furthering the mission through an ongoing series of actions.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; a leader must be accessible to their employees and address their problems; do not be afraid to challenge experts, even in their own field; pay attention to details while also encouraging new ideas; and make decisions once you have 40-70% of the information rather than waiting for 100% certainty. Effective leadership involves taking responsibility, accessibility, challenging status quos, attention to details, timely decision making, and more.
This document discusses seven ideas for leadership: 1) Developing a clear vision and strategic goals, 2) Defining your organization's values and preferred behaviors, 3) Engaging employees by addressing low engagement, 4) Actively listening to employees, 5) Challenging the status quo, 6) Developing other leaders rather than just followers, 7) Taking action rather than just taking notes. It provides examples and research to support developing leadership in these seven areas to improve organizational performance, culture and employee retention.
The document provides ideas for effective leadership. It discusses the differences between management and leadership, with managers focusing on maintaining the status quo while leaders look forward and create visions. It emphasizes the importance of leadership in rallying people toward a better future. It then offers seven ideas for leadership: 1) creating a clear vision, 2) aligning with values, 3) engaging employees, 4) listening to employees, 5) encouraging new ideas, 6) developing other leaders, and 7) taking action.
This document provides an overview of what to expect from an upcoming presentation on agile engagement, leadership, and quality. The presentation will take a human-centric perspective and cover these topics in 3 parts over approximately 4 timeboxes of 20 minutes each. It will include short introductory videos and discussions of how to increase employee engagement through meaningful goals and rich work, challenges of leadership, and creating a culture where people feel responsible and motivated. The goal is to possibly challenge perspectives and connect ideas around increasing engagement and effective leadership.
An exploration of the relationship between employee engagement and leadership, and how they might affect quality. Includes references to external sources.
General Colin Powell provides lessons on leadership in a document containing 12 lessons. Some of the key points made in the lessons include: being responsible as a leader means making difficult decisions that will upset some people; real leaders make themselves accessible to address problems rather than building barriers; leaders should not be afraid to challenge experts and established ways of thinking; and a leader's optimism is powerful in motivating others.
This document contains 18 lessons on leadership from General Colin Powell. Some of the key points made in the lessons include: being responsible sometimes means making difficult decisions that will upset people; leaders should make themselves accessible to solve problems reported by subordinates; leaders should not be swayed by experts and elites and instead focus on accomplishing the mission; and leadership involves attracting talented people and empowering them to succeed or fail based on their efforts and contributions. The overall message is that effective leadership requires making tough choices, focusing on goals over processes, and enabling others to achieve great things through a combination of responsibility, accessibility, optimism, and talent development.
June 6th SSA leadership, relationships, teamscsddave
This document contains summaries and excerpts from various leadership experts on creating an effective team environment. It discusses how teamwork can help achieve goals, defining leadership as something that should come from all levels, and creating a culture where every employee feels essential. It provides tips on listening, empowering team members, and treating individuals with respect to build strong relationships.
Our latest white paper shares new global research based on 7000 employee surveys in the US, Brazil, UK, Germany, Australia, Singapore and China, UAE, Saudi Arabia, and Egypt. We look at questions like: Can anyone be creative? How do employers build creative cultures? Is playing at work the answer? What are the business rewards of inspiring creativity—and the risks of failing to?
Focused properly, leadership charisma fosters an environment where every one of your people has a positive and energetic attitude, is emotionally and intellectually committed to your vision, and is inspired to contribute his or her very best. Watch this 60 minute webinar and learn how any leader can become more personally charismatic - and how any leader can harness that charisma to achieve superior bottom-line results for their businesses.
What You Will learn:
The impact of Leadership on Employee Engagement
Six Critical Behaviors of Engaging & Productive Leaders
Key Drivers of Individual Performance
Great leaders are great communicators and motivatorsArise Roby
The document discusses key aspects of leadership and effective communication. It notes that a leader is defined not by their title or salary but by how they interact with others. Successful leaders are good communicators and listeners who can help people achieve their potential by establishing a vision, building relationships, and motivating others. Motivation involves recognizing people, including them, encouraging risk-taking, and trusting them. Effective communication is two-way, and leaders must listen to understand different perspectives, admit mistakes, and praise openness to encourage further input.
This document discusses adaptive leadership and how it differs from traditional management. It provides summaries of what traditional managers and leaders do, as well as why agile teams need leaders rather than managers. The core mindsets of adaptive leadership are described as embracing ambiguity, envisioning and evolving, enabling collaboration, and riding paradox. It also discusses how to transition from being a manager to a leader, including setting your vision, leading with trust, and serving others. Key behaviors that foster trust are recognized, including showing vulnerability.
This document outlines an agenda for a leadership workshop on developing leadership skills based on the Five Practices of Exemplary Leadership. The workshop will introduce the five practices - modeling the way, inspiring a shared vision, enabling others to act, challenging the process, and encouraging the heart. It will discuss each practice in turn and include activities for participants. Research shows these five practices can be learned and are exhibited by successful leaders worldwide. The workshop aims to help participants strengthen their own leadership abilities.
The document outlines an agenda for a workshop on leadership and persuasion hosted by The Chazin Group. The agenda covers topics like winning trust, building credibility, leadership styles, planning and overcoming barriers. It provides guidance on developing skills like setting vision, listening, problem solving creatively, and embracing change.
The document discusses building and sustaining a culture of strong character in workplaces, families, education, and communities. It outlines several challenges faced such as managerial issues, toxic leadership, and lack of values. Developing high character with skills and virtues is important. Character First is introduced as an organization that promotes character development through various programs and resources. The conclusion emphasizes that without character at the center, spheres like business and government can fail. Character is a lifelong process.
This document discusses research into what drives successful female leaders. It summarizes a leadership model called "centered leadership" that was developed based on interviews with over 85 female leaders worldwide. The model comprises five dimensions: meaning (finding your strengths and purpose), managing energy (identifying what energizes and depletes you), positive framing (adopting an optimistic view), connecting (building relationships and a sense of belonging), and engaging (finding your voice and accepting opportunities). The document provides examples and research findings to illustrate each dimension and argues that centered leadership helps women build skills to become more self-confident leaders.
The document discusses effective leadership and team building. It emphasizes the importance of caring about people, involving team members, and treating others the way you want to be treated. The key behaviors leaders should model are connecting with people, involving them wherever possible, and setting a positive tone. Working together as a team through simple actions like patience, encouragement, and connection can help achieve more and make good things happen.
The Five Pillars of Leadership: How to bridge the leadership gap Paul J. MeyerDr. Michael Clarke
Paul J. Meyer is considered the founder of the personal development industry. His organization, Leadership Management International, has engaged with over 2 million leaders in 67 countries. He describes leadership as achieving beneficial results through people, and that anyone can be a leader by stepping forward to help others transform. Good leadership requires integrity, having a servant's heart to develop others, and stewardship to develop people to their full potential. Leaders must be committed to continual growth and have the courage to embrace change to succeed.
Real Commitment Breeds Success We believe in the power of a “Performance-Based” Leadership Team. That is why building a No. 1 company requires more than believing in the mission: It takes real commitment to furthering the mission through an ongoing series of actions.
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
Larry Siedlick - Leadership for High Performance-Financial Executive Women Me...Larry Siedlick
The document discusses challenges facing business leadership and the relationship between the CFO and CEO. It notes that leadership connects to high performance when leaders are purpose-driven, passionate, and emotionally intelligent. Effective leadership inspires people to achieve high performance through vision, communication, and change management. The role of the leader is to be a strategist, ambassador, inventor, coach, investor, and student. An organization needs conditions like an inspiring purpose and teamwork to harness creative energy. Leadership that builds trust can raise inspiration to higher levels.
This document discusses the traits and responsibilities of great leaders. It identifies 12 key traits of great leaders: good communication skills, willingness to listen, trustworthiness, knowledge and experience, good attitude, ability to motivate, integrity, courage, ability to stay organized, ability to inspire respect, positive reinforcement, and accountability. It also outlines key responsibilities of leaders, such as keeping the vision, interfacing with the external environment, understanding the industry, crafting culture, defining success, coaching and teaching, developing oneself, and maintaining optimism.
This document provides an overview of a session on leadership mastery by Bill McBride. The session will explore different types of leadership including inspirational, organizational, and situational leadership. It will also discuss developing leadership in flat organizations. Leadership skills can be learned and include gaining respect, building effective teams, remaining calm in crises, and accomplishing more. The document outlines some of McBride's background and experience in the health club industry. It also lists lessons on leadership from General Colin Powell and CSM Bill McBride.
This document provides 7 ideas for effective leadership:
1. Create a clear vision of the future that inspires and motivates people.
2. Define and communicate core values to guide behavior and create the desired culture.
3. Engage employees by listening to them, giving them autonomy, and making them feel valued to increase productivity and loyalty.
4. Solicit feedback and ideas from all levels to challenge the status quo and drive innovation.
5. Develop other leaders within the organization rather than just followers.
6. Take action on ideas and visions rather than just discussing them.
7. Effective leadership requires initiative and faith in a better future rather than maintaining the status quo
This document discusses building leadership skills and organizational greatness. It covers topics like choosing the right people, discovering individual strengths, developing trustworthy leadership, and empowering others. The goal is to learn principles from successful leaders to guide organizations to higher performance through vision, discipline, passion and conscience.
Recent surveys indicate that achieving employee engagement and meeting/exceeding customer expectations are at the top of business concerns identified by CEOs worldwide. This Leadership Brief Express (LBE) explores the leadership behaviors instrumental in creating a culture where employees are engaged and motivated to contribute. These behaviors transform the relationship between management and employees enabling alignment, involvement, open & two-way communication, collaborative problem-solving & learning, innovation and high-performance.
Effective Leadership As A Key Factor For ProjectValdo Camilo
The document discusses effective leadership as a key factor for project success. It defines leadership and outlines different schools of leadership theory. It discusses the competencies needed for project managers, including traits like intelligence, problem-solving skills, and communication abilities. The document also examines different leadership styles and traits of effective leaders, such as trustworthiness, passion, and adaptability. It argues that a project manager's leadership style can influence project success by establishing clear goals, motivating teams, and adapting to different situations.
The document discusses several key ideas around leadership:
1) Leaders exist to serve others and lead by example to inspire people, rather than convince them of what to do.
2) An organization's brand and experiences are shaped by its people. A leader must focus on the experiences of those in the organization.
3) Successful leaders empower others to achieve their best work, listen to employees, and make them feel valued and consulted.
Presentation to City of Saint Louis Park Professional Development Program on March 9, 2911. Public employees from Saint Louis Park and other communities. Focus on integrating management with leadership perspectives. Emplowering others to improve the world.
This document provides an overview of different leadership styles and virtues of effective leaders. It discusses transactional leadership which relies on compliance, charismatic leadership which inspires through trust and affection, and transformational leadership which shifts beliefs and values to gain commitment. The document also outlines the five practices of exemplary leadership according to Kouzes and Posner: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart.
Six "Wicked Questions" Every Leader Must Askmikegggg
This document discusses six "wicked questions" that leaders must ask themselves to assess their leadership fitness. It summarizes the questions as assessing whether leaders are: 1) clear-headed and able to rise above distractions; 2) using the right lens and not distorting reality; 3) being totally honest, including telling difficult truths; 4) ensuring their culture has evolved with the times; 5) banishing complacency; and 6) continuously breaking new ground and innovating. It encourages leaders to abandon perfection, focus on asking better questions, keep things in constant flux, and continually experiment.
Great Leadership Makes a Great WorkplaceFlashPoint
This document summarizes a presentation about leadership and employee engagement. It discusses research showing that leadership has a significant impact on engagement. The presentation describes the Five Practices of Exemplary Leadership: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. It provides examples of how each practice can increase employee engagement when demonstrated by leaders. The overall message is that great leadership creates a great workplace and leads to great organizational results.
Roshan Thiran wrote a few articles on Increasing Your Return on Luck. Attached is a presentation he made to various audiences on the ability to Increase Your Luck - Or ROL - Return on Luck. To read his article, go to : https://leaderonomics.com/leadership/be-a-leader/top-10-ways-to-increase-your-luck and also to: https://leaderonomics.com/leadership/be-a-leader/luck-is-not-luck
Building a Culture of Ownership on a Foundation of ValuesJoe Tye
The document provides an overview of a presentation on building a culture of ownership in healthcare organizations. It discusses the importance of establishing a strong foundation of core values and using those values to design the "invisible architecture" or culture of the organization. It emphasizes engaging employees by moving from a culture of mere accountability to one of true ownership. The presentation covers assessing culture, aligning personal and organizational values, and using the "Twelve Core Action Values" framework to take effective action and foster leadership throughout the organization.
Great leaders, teachers and parents share 10 key qualities:
1) They have personal integrity, honesty and gain trust.
2) They have a clear long-term vision, execute priorities effectively and inspire others to action.
3) They are positive, enthusiastic and committed with a strong ability to focus.
Teachers are seen as leaders in their schools and play an important role in student achievement and school culture. However, many school districts struggle to attract and retain qualified candidates for leadership positions. The document discusses concepts from leadership literature like confronting "brutal facts", having the right people in key positions, developing a culture of discipline, and viewing technology as an accelerator rather than a driver of success. It encourages teachers to see themselves as leaders and analyze how their school compares to highly successful organizations to help move from being good to great.
The third lecture in leadership and people management. If you use the E-Instruction CPS System and have the software that integrates with PowerPoint you will be able to activate the multiple choice questions in the presentation
Similar to Stephen Gates Leadership%20presentation%20 %20 Chamber%20of%20 Commerce%20 Nov%2012[1] Stephen Gates Amended Version For Website (20)
Stephen Gates Leadership%20presentation%20 %20 Chamber%20of%20 Commerce%20 Nov%2012[1] Stephen Gates Amended Version For Website
1. “Spark-full” Leadership for
Challenging Times
Presentation to Hampshire Chamber of Commerce
Conference
November 2012
Stephen Gates
Managing Director
Denplan Ltd
Chair – Winchester Area Committee, CoC
2.
3. Agenda
• Why should we care about “Spark-full” Leadership?
• The difference between good Management and “Spark-
full” Leadership
• Definable Characteristics that “Spark-full” Leaders need
to display
• Releasing „Discretionary Energy‟ from your team
6. The Leadership Trust
• According to the Institute for Strategic Change, the "stock price of
'well-led' companies grew by over 900% over 10 years, compared
with 74% for poorly led companies"
• In research with Harvard Business School, executive search
consultants Odgers, Ray & Berndtson found that the quality of
leadership accounts for some 15-20% of the total variance in
companies' performance
• Ineffective leadership was found to be the cause for the removal of
CEOs in 73% of cases, exceeded only by financial or ethical
malpractice and mental or physical incapacity
7. It‟s not all about the money……
• Journal of Occupational and Environmental Medicine August 2008 (Dr.
Kuoppala Jaana of Finland);
• Workers with good leadership were 40 percent more likely to be in the
highest category of job well-being, with low rates of symptoms like
anxiety, depression, and job stress
• Good leadership was associated with a 27 percent reduction in sick
leave and a 46 percent reduction in disability pensions
• The findings support the 'job well-being pyramid model', a theory
suggesting that a strong foundation of leadership, healthy work
environment, and good working conditions reduces worker health
problems
8. Leadership
“Leadership is using one’s personal power to win the hearts
and minds of people to achieve a common purpose – the
minds by giving people a clear understanding of what
they have to do, why and how it might be done – the
hearts by generating feelings of challenge, involvement,
ownership, commitment and excitement.”
Paul Winter
Leadership Trust Foundation
9. The Leadership Gap – what
would your company say?
Preferred Experienced Gap
Inspiring 55% 11% -44%
Strategic thinker 41% 31% -10%
Forward-looking 36% 31% -5%
Honest 26% 21% -5%
Fair-minded 23% 25% +2%
Courageous 21% 8% -13%
Supportive 20% 21% +1%
Knowledgeable 19% 39% +20%
Chartered Management Institute
10. Inspiration
“It is fascinating to me that our respondents choose what, in
my view, is the most difficult quality to define in a general
sense.
The power to inspire goes far beyond the power to motivate,
which is more related to tangible rewards.
To inspire involves convincing people that the direction you
are taking is the right one, and one from which they will get
some personal satisfaction.”
Mary Chapman
Chartered Management Institute
12. Level 5 leadership
Jim Collins – Good to Great
• Level 1 = Highly capable individual
• Level 2 = Contributing team member
• Level 3 = Competent manager
• Level 4 = Effective leader
• Level 5 = Level 5 executive
• Humility + Will = level 5
• L5 leaders are a study in “Duality”;
– Modest and wilful
– Shy and fearless
13. Duality
• Modesty is a differentiator of level 5 leaders;
– Hardly talk about themselves
– Talk about the contribution of other executives, deflecting any
discussion of their own role
• Display tremendous professional will;
– Lack of pretence, inspired standards, iron-will and stoic resolve
– Have ambition not for themselves, but for the company
14. The Window and the Mirror
• Look out of the window to apportion credit to factors
outside themselves. If they can't find a specific person or
event to give credit to, they credit good luck.
• Look in the mirror to assign responsibility – never
blaming bad luck or external factors when things go
wrong.
“Spread the fame and take the blame”
15. Those who don‟t have the level 5
seed within them
• Never bring themselves to subjugate their own needs to
the greater ambition of something larger or more long-
lasting than themselves
• For whom work will always be first & foremost about
what they get, fame, fortune, control, power, adulation
..etc..
• For whom work will never be about what they build,
create and contribute to
16. Ken Blanchard
“Too many leaders feel that their main job is
making other people feel unimportant…”
18. “The key to being a good manager is
keeping the people who hate me away
from those who are still undecided.”
Casey Stengel
(1891 - 1975)
19. “Spark-full” Leadership ...
“The art of mobilising others to want to struggle for shared
aspirations”
The Leadership Challenge, Kouzes & Posner
“The ability to influence a group toward the achievement
of goals”
Abraham Zalezmik - Harvard Business School
20. Simply because you “are” the boss doesn‟t
make you a leader
“The right to lead is not something we are either born
with or granted with authority.
It is something intangible we are endowed and
bestowed with, by those we are responsible for.
It is these hearts and minds that make us great
leaders, and it is these hearts and minds that will
judge and condemn ...”
23. Tired and worn out people make
mistakes....
“The researchers found the odds of injury were
1.9 times greater for fatigued respondents
versus their non-fatigued peers; the odds of
medical errors or adverse events were 2.2
times greater; and the odds of safety-
compromising behaviour were 3.6 times
greater.”
24. The meaning of success?
“To laugh often and much; to win the respect of
intelligent people and the affection of children; to earn
the appreciation of honest critics and endure the
betrayal of false friends; to appreciate beauty, to find
the best in others; to leave the world a little better
whether by a healthy child, a garden patch or a
redeemed social condition; to know even one life has
breathed easier because you have lived.
This is the meaning of success."
Ralph Waldo Emerson
25. The one eternal truth!
No-one ever lay on their death
bed and said
“I wish I’d spent more time in
the office”
26. Hurry Sickness
Otis Lifts
• Average door dwelling time has reduced from 4
seconds to 2 seconds in last 20 years
• Stop pressing the button!
“Don’t press the lift call button more than once. It isn’t
a signal to the lift of how important you are.”
Knell & Reeves – The 80 Minute MBA
27. Guide to Life?
“Work like you don‟t have to.”
“Love like you‟ve never been hurt.”
“Dance like no-one‟s watching.”
Nigel Risner
29. Your teams watch you very
carefully – for the “subtle” signs of
leadership
30. Show Character
“Leadership is a combination of strategy and
character.
If you must be without one, be without the
strategy."
General H. Norman Schwarzkopf
30
36. Discretionary energy
• “Discretionary energy is the energy an employee uses
when going above and beyond the call of duty to
complete a task or get the job done. Every employee has
discretionary energy.”
• “The amount of energy released and employed at work
depends on their attitude, how well they enjoy being at
work, how they are treated and how they feel about the
company.”
Effective Coaching Releases Employee Discretionary Energy
By Rick Johnson ezinearticles.com 2005
37.
38.
39. “The path out of darkness begins with those
exasperatingly persistent individuals who are
constitutionally incapable of capitulation.”
“Failure is not so much a physical state as a state
of mind: success is falling down, and getting up
one more time, without end.”
40. Can you be a “Spark-full” Leader?
"The credit belongs to the man who is actually in the
arena, whose face is marred by dust and sweat and
blood; who strives valiantly; who errs and comes short
again and again, who knows the great enthusiasms,
the great devotions, and spends himself in a worthy
cause; who at best, knows the triumph of high
achievement; and who, at the worst, if he fails, at least
fails while daring greatly, so that his place shall never
be with those cold and timid souls who know neither
victory nor defeat."
Theodore Roosevelt,
"Citizen in a Republic", April 23, 1910