The document discusses key attributes of great leadership according to studies conducted by Harvard. It identifies emotional awareness as the prime attribute, which allows leaders to choose the right people, influence stakeholders, and have authenticity, vision, and passion. Additional qualities of great leaders discussed include integrity, dedication, humility, openness, creativity, fairness, and assertiveness. The document emphasizes that leadership requires developing others and having a "follower-centric" approach.
1) The document discusses the qualities of values-based leadership, highlighting six vital qualities: accepting challenges and risks, mastering listening and speaking, living by one's values, giving away authority, recognizing the best in others, and having a vision to inspire others.
2) It notes that values-based leaders live according to the values they profess, rather than having inconsistent words and actions. They empower their employees and help them achieve their strengths.
3) The document advocates that strong leadership requires having a vision for the future and convincing others to share that vision through inspiration. Values-based leadership is guided by core principles.
Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)Phil Clothier
This document discusses tools from the Barrett Values Centre for measuring and managing organizational culture. It provides examples of assessments conducted with companies around the world to evaluate cultural values and alignment. The Barrett Values Centre's tools help leaders prioritize key values, measure cultural entropy, develop culture improvement plans, and track changes over time to transform cultures and improve business outcomes.
This document summarizes a presentation on leading public service transformation. It discusses four types of organizational cultures, and identifies an "adaptive" culture as being both tough through high standards and tender through trust and support. It also outlines ten factors that determine organizational behavior, and the challenges for councils in taking on a new role of addressing social issues holistically and mobilizing all resources towards community outcomes.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
This document summarizes research on organizational culture and dark leadership. It defines organizational culture and explores how levels of control within an organization can influence deviant behavior. Dark leadership is defined using Edwin Sutherland's concept of white-collar crime. The relationship between CEO and board is discussed. Research on dark leadership frameworks and factors that can enable corrupt organizational cultures like groupthink are summarized.
The Challenge of Safety Leadership - Steve Skarke, Kaneka Texas Corporationmarcus evans Network
Steve Skarke, Kaneka Texas Corporation - Speaker at the marcus evans Manufacturing COO Summit 2012, held in Las Vegas, NV, April 16-17, 2012, delivered his presentation entitled The Challenge of Safety Leadership
The document compares characteristics of the "Old World" and "New World" of organizations. It notes that organizations need to change faster than their current behaviors to keep up with technological change. It discusses the importance of having the right people, leaders, and environment to build new habits. Specifically, it emphasizes harnessing people who thrive on ambiguity and can rapidly implement changes. It provides some "crazy ideas" for the new world, such as using social networks instead of org charts. Finally, it discusses how human capital alone can hinder innovation but combining it with social capital can strongly enable innovation.
1) The document discusses the qualities of values-based leadership, highlighting six vital qualities: accepting challenges and risks, mastering listening and speaking, living by one's values, giving away authority, recognizing the best in others, and having a vision to inspire others.
2) It notes that values-based leaders live according to the values they profess, rather than having inconsistent words and actions. They empower their employees and help them achieve their strengths.
3) The document advocates that strong leadership requires having a vision for the future and convincing others to share that vision through inspiration. Values-based leadership is guided by core principles.
Barrett Values Centre & Cultural Transformation Tools - Induction (March 2013)Phil Clothier
This document discusses tools from the Barrett Values Centre for measuring and managing organizational culture. It provides examples of assessments conducted with companies around the world to evaluate cultural values and alignment. The Barrett Values Centre's tools help leaders prioritize key values, measure cultural entropy, develop culture improvement plans, and track changes over time to transform cultures and improve business outcomes.
This document summarizes a presentation on leading public service transformation. It discusses four types of organizational cultures, and identifies an "adaptive" culture as being both tough through high standards and tender through trust and support. It also outlines ten factors that determine organizational behavior, and the challenges for councils in taking on a new role of addressing social issues holistically and mobilizing all resources towards community outcomes.
Successful leadership requires a balance of several factors. In 2005, James Haner & David Williams developed the Behaviors, Competencies & Responsibilities approach to leadership. In this first in a series of 3 White Papers, the focus is on Behaviors.
Access the remaining 2 Papers as well as 40 more White Papers & Podcasts on various Management & IT topics here - http://www.learningtree.ca/info/white-papers.htm
This document summarizes research on organizational culture and dark leadership. It defines organizational culture and explores how levels of control within an organization can influence deviant behavior. Dark leadership is defined using Edwin Sutherland's concept of white-collar crime. The relationship between CEO and board is discussed. Research on dark leadership frameworks and factors that can enable corrupt organizational cultures like groupthink are summarized.
The Challenge of Safety Leadership - Steve Skarke, Kaneka Texas Corporationmarcus evans Network
Steve Skarke, Kaneka Texas Corporation - Speaker at the marcus evans Manufacturing COO Summit 2012, held in Las Vegas, NV, April 16-17, 2012, delivered his presentation entitled The Challenge of Safety Leadership
The document compares characteristics of the "Old World" and "New World" of organizations. It notes that organizations need to change faster than their current behaviors to keep up with technological change. It discusses the importance of having the right people, leaders, and environment to build new habits. Specifically, it emphasizes harnessing people who thrive on ambiguity and can rapidly implement changes. It provides some "crazy ideas" for the new world, such as using social networks instead of org charts. Finally, it discusses how human capital alone can hinder innovation but combining it with social capital can strongly enable innovation.
The document discusses a leadership development program for university honors students called the LeaderShape Institute. It describes the program's learning objectives, which focus on developing skills like vision, communication, ethics and relationships. Surveys were given to participants before and after the program to measure changes. The results showed increases in students' self-assessment of various leadership abilities. The program appeared to positively shape how students define leadership. Next steps discussed continuing reflection and assessing leadership development over time.
The Blurring of Job Loyalties, Social Collaboration and Personal FreedomRawn Shah
This document provides a summary of a presentation given by Rawn Shah at the IBM Academy of Technology 3rd Conference on Humans and Technology in 2011. The presentation discusses how the nature of work is evolving from traditional full-time employment models to more flexible models incorporating freelance and contingent work. It notes that lines between work and personal lives are blurring as people can work remotely and across time zones. The presentation argues this shift requires new work skills for managing workloads, networks, identity, reputation and personal data across different roles and employers. It also discusses how organizations can support these new work environments and skills through social business capabilities, transparency on data use, and training in future workforce skills.
The document discusses building and sustaining a character-based culture in workplaces, families, education, and communities. It addresses the challenges faced, why focusing on character is important, how to develop a character-based culture, and ways to build character through awareness, recruitment, correction, and getting started. The author, Mario Denton PhD, provides his contact information and websites for his company that focuses on character development.
This document discusses the leadership style of servant leadership. Some key points:
1) Servant leadership focuses on serving the needs of team members rather than exercising authority. The leader prioritizes helping team members succeed over asserting their own power.
2) For project managers, servant leadership can help secure team buy-in and engagement. It encourages team members to take on leadership roles through delegation, training, and positive reinforcement.
3) While servant leadership emphasizes listening to followers, project managers must balance various stakeholder needs, including the project sponsor's objectives. Limiting scope changes and not allowing a single person's request to redefine the project are important.
4) Some find the term "servant
My presentation to the 2012 50 Best Managed companies in Canada conference, on employee engagement. Please contact me if you want to learn more or have me take you through the presentation.
Impactionow is a social talent and innovation network that aims to improve NGO and social enterprise recruiting and strengthen interactions between youth and social organizations. It offers free job postings, networking opportunities, and consulting services to connect talents with opportunities in the social sector. The organization is run by a team of directors from top universities in Asia, US, and Europe with experience in consulting, non-profits, and finance. Impactionow hopes to address issues like the talent shortage in social organizations through its online platform and volunteer programs.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
What does it mean to be a diversity leader? Over the past several years, diversity has been a hot topic. However, as times change,
and business challenges increase, the term has become a stale reference to check off a list of politically correct requirements.
As leaders in diversity, we are challenged to educate, energize, and excite our organization around diversity initiatives. These
initiatives build the foundation of creativity, innovation, and transformative results. Diversity and Inclusion leaders are key players
on the executive leadership team with the specific responsibility for ensuring that human resources are honored, embraced,
and ready to contribute great value. Diversity and Inclusion leaders are trusted advisors that fundamentally create strategies that
result in corporate cultural transformations to effectively support the mission and vision of the organization. To continue to be
successful and safeguard the great work and efforts of those before you, you must create a brand and image that reflects high
integrity and strong leadership capacity. This workshop will arm you with the skills you need to change your leadership image
and effectively function as a vital part of the leadership vision.
Learning Objective: Diversity leaders create a brand and image that supports and reflects competence and business value.
Outcomes-At the end of this workshop, participants will be able to:
a. Explore key diversity and inclusion leadership and management skills
b. Understand strategies for building the right brand and image
c. Examine what it means to transform organizational culture
d. Create a personal plan for excellence in diversity and inclusion leadership
e. Explore business challenges that impact diversity and inclusion leaders
The document discusses Michael Fullan's six secrets of change which are focused on building organizational capacity. The six secrets are: 1) Love your employees; 2) Connect peers with purpose; 3) Non-judgmentalism and capacity building over judgment; 4) Learning is the work; 5) Transparency rules; 6) Systems learn. The document provides explanations and examples for each secret. It emphasizes that the secrets are interrelated and reinforce each other to create high-performance organizations through continuous learning and improvement.
Personal Leadership Effectiveness ebookAndrew Rauch
This document discusses the importance of personal leadership effectiveness and character-driven principles. It introduces 10 foundational principles called MAXIMIZERS that can enhance personal leadership. These principles provide a "lifetime operating system" to maximize success and significance. The document questions common definitions of success based solely on power, prosperity, position, prestige or pleasure, arguing a balanced and values-driven approach is needed. It invites the reader to learn more about applying these principles to transform their leadership.
The document outlines The Centex Way, which embodies the company's core values of building trust, respect, relationships, excellence, value, and excitement. It provides guidance for employees on ethical business conduct and resolving issues, emphasizing seeking advice when in doubt. Special obligations are outlined for company leaders to lead ethically and ensure employees follow the business conduct policies.
This document provides information about a 3-day certification program for The Leadership Circle Profile assessment tool. The program will teach participants how to use the profile to assess leadership competencies, underlying assumptions, and phases of adult development. Attendees will become certified to use the profile and survey. The profile provides a comprehensive leadership assessment with three layers of analysis to give insights into behaviors, mindsets, and developmental stages. The workshop facilitator Roma Gaster and creator of the profile Bob Anderson are introduced. Testimonials praise the tool for its depth and ability to facilitate development.
This chapter introduces the concept of leadership and provides a framework for understanding it. It defines leadership as inspiring others to achieve goals and distinguishes it from management, which focuses more on maintaining stability. The chapter outlines nine common leadership roles and explains that leadership skills can be developed through conceptual knowledge, examples, experiential exercises, feedback, and practice. It also notes that while leadership offers satisfactions like prestige, it also involves frustrations like stress and limited authority relative to responsibility. The chapter aims to provide a foundation for understanding leadership.
The document discusses shifting focus from wealth and productivity to wellbeing and prosperity. It proposes assessing national values to better understand a culture's current and desired values. National values assessments were presented for Bhutan and Denmark that showed personal values, current cultural values, and aspirational values. The assessments revealed areas of alignment and divergence across the different levels of values.
An enabler seeks to unlock latent potential in people and help them achieve their goals. Their role is to provide clear direction and encouragement, coach and support people, recognize good performance, ensure ongoing progress, select the right staff, resolve conflicts, encourage innovation, remain unpredictable, and act with integrity. An effective enabler communicates goals, involves people, delegates responsibility, provides honest feedback, and helps correct issues. Their role is to foster individual, team, and strategic excellence through meritocracy, speed, imagination, and excellence in execution.
The document discusses different leadership styles and behaviors. It notes that effective leadership involves inspiring others to willingly follow you and engage in a shared goal or quest. Different leadership styles are described, including those that are aggressive and ego-driven versus those that are more inspirational and strategic. The importance of emotional intelligence, clear communication, building trust and demonstrating passion for the goals are highlighted.
Leadership & Management Development Module - May 2010GraemeDB
Stephen Covey said that whatever is at the center of our life will be the source of our security, guidance, wisdom, and power. Leadership is about looking outward and inspiring others through affirming their worth, while management looks inward and focuses on planning and problem solving. Effective leadership comes from being a leader, not just pretending or emulating styles, and requires accountability and taking time to listen to others.
The document discusses key leadership qualities for women entrepreneurs, including having clear goals, effective communication skills, a willingness to learn, and the ability to balance family and work responsibilities. It emphasizes the importance of valuing teamwork, having a vision and passion, being a risk-taker and team builder, and embracing competency and accountability. The document then provides strategies for developing leadership skills, such as joining professional associations, following role models, and exploiting competitors' weaknesses. It stresses the importance of trust, perseverance, and building new and maintaining old relationships.
The document outlines principles of effective leadership and compares the roles of a leader versus a manager. It discusses that leaders empower followers, create engagement in employees, and set a vision and direction for long-term change and achievement. In contrast, managers focus on maintaining stability through planning details, making decisions, enacting culture, and minimizing risk to achieve short-term objectives and results.
How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.
The document discusses a leadership development program for university honors students called the LeaderShape Institute. It describes the program's learning objectives, which focus on developing skills like vision, communication, ethics and relationships. Surveys were given to participants before and after the program to measure changes. The results showed increases in students' self-assessment of various leadership abilities. The program appeared to positively shape how students define leadership. Next steps discussed continuing reflection and assessing leadership development over time.
The Blurring of Job Loyalties, Social Collaboration and Personal FreedomRawn Shah
This document provides a summary of a presentation given by Rawn Shah at the IBM Academy of Technology 3rd Conference on Humans and Technology in 2011. The presentation discusses how the nature of work is evolving from traditional full-time employment models to more flexible models incorporating freelance and contingent work. It notes that lines between work and personal lives are blurring as people can work remotely and across time zones. The presentation argues this shift requires new work skills for managing workloads, networks, identity, reputation and personal data across different roles and employers. It also discusses how organizations can support these new work environments and skills through social business capabilities, transparency on data use, and training in future workforce skills.
The document discusses building and sustaining a character-based culture in workplaces, families, education, and communities. It addresses the challenges faced, why focusing on character is important, how to develop a character-based culture, and ways to build character through awareness, recruitment, correction, and getting started. The author, Mario Denton PhD, provides his contact information and websites for his company that focuses on character development.
This document discusses the leadership style of servant leadership. Some key points:
1) Servant leadership focuses on serving the needs of team members rather than exercising authority. The leader prioritizes helping team members succeed over asserting their own power.
2) For project managers, servant leadership can help secure team buy-in and engagement. It encourages team members to take on leadership roles through delegation, training, and positive reinforcement.
3) While servant leadership emphasizes listening to followers, project managers must balance various stakeholder needs, including the project sponsor's objectives. Limiting scope changes and not allowing a single person's request to redefine the project are important.
4) Some find the term "servant
My presentation to the 2012 50 Best Managed companies in Canada conference, on employee engagement. Please contact me if you want to learn more or have me take you through the presentation.
Impactionow is a social talent and innovation network that aims to improve NGO and social enterprise recruiting and strengthen interactions between youth and social organizations. It offers free job postings, networking opportunities, and consulting services to connect talents with opportunities in the social sector. The organization is run by a team of directors from top universities in Asia, US, and Europe with experience in consulting, non-profits, and finance. Impactionow hopes to address issues like the talent shortage in social organizations through its online platform and volunteer programs.
Cultural alignment is critical for mergers and acquisitions to succeed but is often ignored. Misalignment of cultures can cause up to 85% of M&A failures. A research-based process identifies cultural differences between parties through surveys, interviews, observations. Gaps in leadership, employee focus, working relationships and other factors are prioritized. Actions target the largest misalignments through symbolic changes to signal a new combined culture.
What does it mean to be a diversity leader? Over the past several years, diversity has been a hot topic. However, as times change,
and business challenges increase, the term has become a stale reference to check off a list of politically correct requirements.
As leaders in diversity, we are challenged to educate, energize, and excite our organization around diversity initiatives. These
initiatives build the foundation of creativity, innovation, and transformative results. Diversity and Inclusion leaders are key players
on the executive leadership team with the specific responsibility for ensuring that human resources are honored, embraced,
and ready to contribute great value. Diversity and Inclusion leaders are trusted advisors that fundamentally create strategies that
result in corporate cultural transformations to effectively support the mission and vision of the organization. To continue to be
successful and safeguard the great work and efforts of those before you, you must create a brand and image that reflects high
integrity and strong leadership capacity. This workshop will arm you with the skills you need to change your leadership image
and effectively function as a vital part of the leadership vision.
Learning Objective: Diversity leaders create a brand and image that supports and reflects competence and business value.
Outcomes-At the end of this workshop, participants will be able to:
a. Explore key diversity and inclusion leadership and management skills
b. Understand strategies for building the right brand and image
c. Examine what it means to transform organizational culture
d. Create a personal plan for excellence in diversity and inclusion leadership
e. Explore business challenges that impact diversity and inclusion leaders
The document discusses Michael Fullan's six secrets of change which are focused on building organizational capacity. The six secrets are: 1) Love your employees; 2) Connect peers with purpose; 3) Non-judgmentalism and capacity building over judgment; 4) Learning is the work; 5) Transparency rules; 6) Systems learn. The document provides explanations and examples for each secret. It emphasizes that the secrets are interrelated and reinforce each other to create high-performance organizations through continuous learning and improvement.
Personal Leadership Effectiveness ebookAndrew Rauch
This document discusses the importance of personal leadership effectiveness and character-driven principles. It introduces 10 foundational principles called MAXIMIZERS that can enhance personal leadership. These principles provide a "lifetime operating system" to maximize success and significance. The document questions common definitions of success based solely on power, prosperity, position, prestige or pleasure, arguing a balanced and values-driven approach is needed. It invites the reader to learn more about applying these principles to transform their leadership.
The document outlines The Centex Way, which embodies the company's core values of building trust, respect, relationships, excellence, value, and excitement. It provides guidance for employees on ethical business conduct and resolving issues, emphasizing seeking advice when in doubt. Special obligations are outlined for company leaders to lead ethically and ensure employees follow the business conduct policies.
This document provides information about a 3-day certification program for The Leadership Circle Profile assessment tool. The program will teach participants how to use the profile to assess leadership competencies, underlying assumptions, and phases of adult development. Attendees will become certified to use the profile and survey. The profile provides a comprehensive leadership assessment with three layers of analysis to give insights into behaviors, mindsets, and developmental stages. The workshop facilitator Roma Gaster and creator of the profile Bob Anderson are introduced. Testimonials praise the tool for its depth and ability to facilitate development.
This chapter introduces the concept of leadership and provides a framework for understanding it. It defines leadership as inspiring others to achieve goals and distinguishes it from management, which focuses more on maintaining stability. The chapter outlines nine common leadership roles and explains that leadership skills can be developed through conceptual knowledge, examples, experiential exercises, feedback, and practice. It also notes that while leadership offers satisfactions like prestige, it also involves frustrations like stress and limited authority relative to responsibility. The chapter aims to provide a foundation for understanding leadership.
The document discusses shifting focus from wealth and productivity to wellbeing and prosperity. It proposes assessing national values to better understand a culture's current and desired values. National values assessments were presented for Bhutan and Denmark that showed personal values, current cultural values, and aspirational values. The assessments revealed areas of alignment and divergence across the different levels of values.
An enabler seeks to unlock latent potential in people and help them achieve their goals. Their role is to provide clear direction and encouragement, coach and support people, recognize good performance, ensure ongoing progress, select the right staff, resolve conflicts, encourage innovation, remain unpredictable, and act with integrity. An effective enabler communicates goals, involves people, delegates responsibility, provides honest feedback, and helps correct issues. Their role is to foster individual, team, and strategic excellence through meritocracy, speed, imagination, and excellence in execution.
The document discusses different leadership styles and behaviors. It notes that effective leadership involves inspiring others to willingly follow you and engage in a shared goal or quest. Different leadership styles are described, including those that are aggressive and ego-driven versus those that are more inspirational and strategic. The importance of emotional intelligence, clear communication, building trust and demonstrating passion for the goals are highlighted.
Leadership & Management Development Module - May 2010GraemeDB
Stephen Covey said that whatever is at the center of our life will be the source of our security, guidance, wisdom, and power. Leadership is about looking outward and inspiring others through affirming their worth, while management looks inward and focuses on planning and problem solving. Effective leadership comes from being a leader, not just pretending or emulating styles, and requires accountability and taking time to listen to others.
The document discusses key leadership qualities for women entrepreneurs, including having clear goals, effective communication skills, a willingness to learn, and the ability to balance family and work responsibilities. It emphasizes the importance of valuing teamwork, having a vision and passion, being a risk-taker and team builder, and embracing competency and accountability. The document then provides strategies for developing leadership skills, such as joining professional associations, following role models, and exploiting competitors' weaknesses. It stresses the importance of trust, perseverance, and building new and maintaining old relationships.
The document outlines principles of effective leadership and compares the roles of a leader versus a manager. It discusses that leaders empower followers, create engagement in employees, and set a vision and direction for long-term change and achievement. In contrast, managers focus on maintaining stability through planning details, making decisions, enacting culture, and minimizing risk to achieve short-term objectives and results.
How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.
Building Extraordinary Trust Into Your Everyday Lifejtperez1973
This document summarizes a presentation given by John T. Perez on building trust. Perez discusses what trust is, why it is important, and how to build extraordinary trust. He argues that trust is built over time through competence, reliability, consistency, and honesty. Perez provides a framework for building trust that involves knowing your strengths and values, acting authentically through practice, instilling structure, and watching for signs of broken trust. The presentation aims to provide guidance for leaders to develop trust, which is important for decision making, cooperation, and creating a sense of community.
Harindra Singh is the Vice Chairman and Managing Director of Percept Limited, a diversified media and entertainment conglomerate. Over the past 28 years, Percept has transformed from a small advertising agency to a company with over 1200 employees and annual billings of INR 26 billion. Singh attributes Percept's success to its ability to constantly transform and reinvent itself to stay relevant as industries change. He emphasizes recruiting people with a positive, proactive "can do" attitude who are willing to take risks and think outside the box. Singh encourages freedom and transparency within the organization to fuel creativity and quick decision making. He aims to build on Percept's expertise in developing intellectual properties by taking ownership of innovative ideas and converting them into long
This document discusses the differences between a supervisor and other employees, and how to transform a supervisor into an effective leader. It states that a supervisor has more experience than others, knows something about everything and everything about something, and has a more mature understanding level. It provides expectations for supervisors such as being results-oriented, taking responsibility for failures, maintaining good teamwork, and establishing discipline and harmony. It then discusses qualities of good leaders, the difference between being a boss versus a leader, and tips for leaders to be both managers and good leaders such as setting goals, helping people achieve their goals, and learning from books on leadership.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
The document provides guidance on modeling the way as a leader. It emphasizes clarifying values, setting an example, focusing on excellence, building trustworthiness, and growing through feedback. Leaders should tend to their own areas, be experts in basics, and get feedback to improve. The document also discusses inspiring a shared vision, challenging processes through innovation and risk-taking, empowering others through collaboration and clear roles/responsibilities. Overall it outlines best practices for leadership according to the "Leadership Field Guide".
This document discusses how focusing on people rather than software can help companies succeed. It argues that companies should adopt a people-centric approach by clearly communicating their mission and vision, giving employees freedom to think and execute, and providing both social and economic incentives. This will help reduce clutter, insecurity, and trust deficits that can erode human capital and hurt productivity. The document suggests that companies should empower leaders who can motivate teams and increase efficiency by mentoring individuals and allowing freedom with responsibility. When companies prioritize their people in this way and give leaders a chance to lead, it benefits all stakeholders including the company, employees, leaders, and customers.
This document provides a summary of a talk given by Datin Zaleha Omar on image, etiquette and motivation.
1) Datin Zaleha Omar is an image, etiquette and organizational development consultant with over 30 years of experience in training and human resource management.
2) The talk discussed topics like building a positive self-image and attitude, managing first impressions, etiquette and protocol, competitive advantage and management principles.
3) Tips were provided on developing a positive attitude through focusing on positive self-image, appearance, thinking positively and building good habits over 21 days.
Ankur Nag is an agile coach with over 14 years of experience, including 8 years specifically in agile. He has several agile certifications and focuses on topics like agile culture, emotional intelligence, and psychological safety. The document discusses the importance of company culture and defines it as the product of a company's values, expectations, and environment. It also examines obstacles to transforming culture, such as when a company's culture is not aligned with agile values or there is general resistance to change.
As SH&E professionals move to become more integrated into the business environment it is even more crucial that the pure technical disciplines typically associated with the profession are complimented by a strong set of relevant leadership and business skills. In this presentation we will examine the various traits and core attributes that need to be displayed by the SH&E Professional not only to provide clear direction within their area of influence but also to gain credibility, and achieve alignment, with the rest of the organization.
This document discusses how management style impacts the attraction and retention of key talent. It suggests that desired outcomes of management include developing understanding between employees, building commitment to collaborate, and enhancing performance. Behaviors like acknowledging performance, providing career development opportunities, and fostering relationships can engage, attract and retain talent. The document also presents different leadership styles using metaphors of zoo animals and stresses the importance of a balanced behavioral ecosystem within an organization.
Horizon Newsletter Horton Intl India Vol 1 Issue 2 Dec2012hemanthorton
Sanjeev Aga interviewed in Horizon - Newsletter of Horton International (India & area)-a global executive search firm. Deependra (Dipy) Nigam, (Blow Plast 82 -88) is the firm’s Managing Partner for India & Area.
This document discusses the differences between managers and leaders and key traits of effective leadership. It notes that managers have employees, react to change, think of ideas, communicate, and direct groups, while leaders win followers, create change, implement ideas, persuade others, create teams, and make everyone a hero. The document then lists traits of good leaders like the desire to lead, honesty and integrity, self-confidence, emotional stability, cognitive ability, knowledge of the business, and a high drive. It also discusses different leadership styles, principles of leadership, and the importance of leadership in setting goals, motivating employees, and building discipline and morale.
Law enforcement is a profession that is constantly dealing with the pressures of risk, politics, and morale, understanding key issues helps leaders improve the organizational performance and safety.
The document discusses various concepts and theories of leadership. It defines leadership as influencing individuals or groups to achieve goals, distinguishing it from management which focuses on tasks and structure. Theories covered include trait theory, behavioral theories, transformational leadership, and charismatic leadership. Key leadership traits identified are vision, communication skills, caring about people, competence, coaching, creativity, and collective management abilities. Effective leadership styles discussed are democratic and laissez-faire, while autocratic is only effective in limited situations.
Similar to Team performance leadership training (20)
5. Topics
What is leadership?
How to lead change.
Team culture.
The Art of Influence?
6. To go somewhere, we
need to know where we
are.
What do others say
about our team?
7. Emotional Awareness is the prime attribute of a great leader.
The ability to choose the right people for the task is a consequence
of EA. The ability to influence all stakeholders is a result of EA.
In 2005, Harvard's world-renowned Kennedy School of Government
(KSG), in conjunction with U.S. News & World Report, conducted a
study.
KSG's study isolated several qualities, including authenticity, vision,
passion, and leadership from-the-heart, as being the essence of
extraordinary leadership, all qualities of emotion and spirit not
amenable to an ordinary university curriculum. These qualities,
collectively called Emotional Awareness, were first addressed by Harvard
in 2006.
8. What do you do well as a
team?
What don’t you do well as a
team?
Why do you want to become a
great team?
10. The quality of the
organisation is determined
by the quality of its
leaders.
11. Leadership
1- Leadership is action not position
2- A leader is the person who shows
others the way. To be a leader you must
have a clear vision of where you are
going, and be passionate about the
destination.
3 – Be the change you want to see.
12. 4- A true leader doesn't tell people what they should or
shouldn't do, they show people the true extent of their
possibilities. Empower people by believing in them.
5- The leader thinks in we, not I ( create a movement)
6- When faced with adversity it is the leaders
responsibility to stand strong and stay true to their
character.
7- The ultimate leader is one who is willing to develop
people to the point that they surpass him or her in
knowledge and ability. Create the next stage of leaders to
carry on the movement.
13. Integrity
Integrity is the integration of outward actions and inner
values. A person of integrity is the same on the outside
and on the inside. Such an individual can be trusted
because he or she never veers from inner values, even
when it might be expeditious to do so. A leader must have
the trust of followers and therefore must display integrity.
Honest dealings, predictable reactions, well-controlled
emotions, and an absence of tantrums and harsh
outbursts are all signs of integrity. A leader who is centered
in integrity will be more approachable by followers.
14. Dedication
Dedication means spending whatever time
or energy is necessary to accomplish the
task at hand. A leader inspires dedication by
example, doing whatever it takes to
complete the next step toward the vision. By
setting an excellent example, leaders can
show followers that there are no nine-to-five
jobs on the team, only opportunities to
achieve something great.
15. Humility
Leaders with humility recognize that they are
no better or worse than other members of
the team. A humble leader is not self-
effacing but rather tries to elevate everyone.
Leaders with humility also understand that
their status does not make them a god.
Mahatma Gandhi is a role model for Indian
leaders, and he pursued a “follower-centric”
leadership role.
16. Openness
Openness means being able to listen to new ideas,
even if they do not conform to the usual way of
thinking. Good leaders are able to suspend
judgment while listening to others’ ideas, as well
as accept new ways of doing things that someone
else thought of. Openness builds mutual respect
and trust between leaders and followers, and it
also keeps the team well supplied with new ideas
that can further its vision.
17. Creativity
Creativity is the ability to think differently,
to get outside of the box that constrains
solutions. Creativity gives leaders the
ability to see things that others have not
seen and thus lead followers in new
directions. The most important question
that a leader can ask is, “What if … ?”
Possibly the worst thing a leader can say
is, “I know this is a dumb question ... ”
18. Fairness
Fairness means dealing with others consistently
and justly. A leader must check all the facts and
hear everyone out before passing judgment. He
or she must avoid leaping to conclusions based
on incomplete evidence. When people feel they
that are being treated fairly, they reward a
leader with loyalty and dedication.
”
19. Assertiveness
Assertiveness is not the same as aggressiveness or demeaning others.
Rather, it is the ability to clearly state what one expects so that there will be
no misunderstandings. A leader must be assertive to get the desired results.
Along with assertiveness comes the responsibility to clearly understand what
followers expect from their leader.
Many leaders have difficulty striking the right amount of assertiveness,
according to a study in the February 2007 issue of the Journal of Personality
and Social Psychology, published by the APA (American Psychological
Association). It seems that being underassertive or overassertive may be the
most common weakness among aspiring leaders.
A sense of humor is vital to relieve tension and boredom, as well as to defuse
hostility. Effective leaders know how to use humor to energize followers.
Humor is a form of power that provides some control over the work
environment. And simply put, humor fosters good camaraderie.
”
20. WHAT PATTERNS restrict you at home and work?
WHAT PATTERNS enhance you at home and work?
WHICH PATTERN as a Leader do you want to change?
23. The team always has a
culture.
If it a “build up” or “tear
down” culture?
24. A game, is a verbal or non verbal
transaction that we enter into with
another person, to get what we think we
want, even if it sabotages what we really
need.
25. Enrolling
Don’t participate
Be a problem
Mr. Nice guy( go along to get along)
Judge everyone and everything
Change the game
Spread lies and Gossip
Get them before they get you
Confused
26. A build up culture promotes rapport.
The five criteria for a “build up” culture.
1. Respect is rewarded.
2. Opinions are valued.
3. Disputes are resolved.
4. The culture is people focused.
5. Growth is a focus.
Rapport is the result.
27. IS YOUR STYLE
TOO POSTIVE OR
TOO NEGATIVE?
TOO NEGATIVE
NEVER SEEING TOO POSTIVE
OPPORTUNITIES.
EXPECTING THE WORST. PRETENDING NOTHING
AFRAID TO TRY. BAD HAPPENS.
ALWAYS PUT YOURSELF NEVER ADDRESSING
OR OTHERS DOWN. PROBLEMS.
NEVER SPEAKING UP
KEEPING EVERYONE
HAPPY.
43. Superstar in your
Personal market .
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The science
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House of Ernest
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Porters
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Equinox Capital
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Burswood
Durack Institute
Lancon Environmental
Inspiration factory
Kresta blinds
Mamouth Nominees Pty
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Scoopon
Salvation Army
Greg Rowe & Assoc
Jetty resort
Valmadre Builders
Clough
The Lueuwen
Our CFO
PPR
True Results
Abuzz technologies
Geraldton Property
Team
www.cre8.com.au Westpac
Wood & Grieve and
many more