1. The document discusses different leadership styles including the director, coach, supporter, and delegator styles. It also discusses developing leadership skills through understanding one's comfort zone with different styles.
2. Key leadership practices identified include challenging processes, inspiring a shared vision, enabling others to act, modeling the way, and encouraging employee hearts. Effective leadership requires aspects of both managing and leading.
3. Different types of thinking are discussed, including directional thinking which involves setting opportunities and decisions to establish a vision or direction for an organization. Servant leadership and its focus on serving employees is also covered.
The document outlines 21 steps to develop and reinforce leadership skills. Some of the key steps include working hard, having a positive attitude, learning from mentors, taking public speaking courses, investing in training for oneself and employees, focusing training on human elements, and bringing values like honesty and integrity. The overall message is that developing leadership skills requires continuously working to improve oneself, empowering employees, and fostering a positive work culture and environment.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
What are the qualities, attributes, attitudes and behaviors of star assistants? Why do certain assistants stand out and shine brighter than others? Are star assistants created or is it their innate abilities that allow them to be stars? Are there certain qualities and traits a person needs to be successful working at the top echelons in the company?
This document discusses what organizations need to provide to cultivate engaged employees. It argues that beyond just paying employees and providing basic job requirements, organizations must foster potential, autonomy, competence and relatedness. Employees want to feel that they have autonomy over their work, that they are recognized for their competence, and that they belong to a supportive team. The work environment, including supportive managers, flexible processes, and empowering principles, is critical for engagement. When organizations provide this type of environment, it can lead to innovation, productivity, retention and fulfillment among employees.
Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...Muhammad Nizam Uddin
Build It: The Rebel Playbook for World Class Employee Management by Glenn Elliott (A software engineer by training and MBA drop out by choice, it took a ten-year corporate career for him to understand how employee disengagement feels.) & Debra Corey (Author, speaker, global rewards director and employee engagement rebel).
Essentials of Building a culture of feedback - pulse surveyXoxoday
A complete guide explaining the Importance of Feedback in the growth of Organisation. How employees pulse surveys and feedback helps to decrease employee turnover and to increase employee engagement.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
The document outlines 21 steps to develop and reinforce leadership skills. Some of the key steps include working hard, having a positive attitude, learning from mentors, taking public speaking courses, investing in training for oneself and employees, focusing training on human elements, and bringing values like honesty and integrity. The overall message is that developing leadership skills requires continuously working to improve oneself, empowering employees, and fostering a positive work culture and environment.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
What are the qualities, attributes, attitudes and behaviors of star assistants? Why do certain assistants stand out and shine brighter than others? Are star assistants created or is it their innate abilities that allow them to be stars? Are there certain qualities and traits a person needs to be successful working at the top echelons in the company?
This document discusses what organizations need to provide to cultivate engaged employees. It argues that beyond just paying employees and providing basic job requirements, organizations must foster potential, autonomy, competence and relatedness. Employees want to feel that they have autonomy over their work, that they are recognized for their competence, and that they belong to a supportive team. The work environment, including supportive managers, flexible processes, and empowering principles, is critical for engagement. When organizations provide this type of environment, it can lead to innovation, productivity, retention and fulfillment among employees.
Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...Muhammad Nizam Uddin
Build It: The Rebel Playbook for World Class Employee Management by Glenn Elliott (A software engineer by training and MBA drop out by choice, it took a ten-year corporate career for him to understand how employee disengagement feels.) & Debra Corey (Author, speaker, global rewards director and employee engagement rebel).
Essentials of Building a culture of feedback - pulse surveyXoxoday
A complete guide explaining the Importance of Feedback in the growth of Organisation. How employees pulse surveys and feedback helps to decrease employee turnover and to increase employee engagement.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
The document discusses five ways for managers to address lazy employees: constantly reminding workers of their duties; providing additional training; adding responsibilities; introducing incentives for meeting targets; and having private chats to discuss performance and minimize disagreements. Managing employees effectively is important for the organization's future success.
This document discusses why employees leave organizations and offers strategies for improving retention. The main points are:
1) Employees often leave their jobs due to poor management rather than issues with the company itself. Bad managers can negatively impact performance and inspire disloyalty.
2) Other reasons for employee turnover include constant reorganization that creates uncertainty, a culture of negative competition between departments, and lack of support and appreciation for employees.
3) To improve retention, managers should identify key employees, understand their career goals, offer growth opportunities, ensure fair compensation, build strong relationships, and develop a formal retention plan with accountability. Regular communication and showing trust in employees are also important.
Integrating the New Executive: Show a Little Love and Get Her ConnectedJaymie Berger
Why do such a high percentage of new executives fail to achieve expectations? In this article, Tim Ruef suggests looking past the obvious explanations. The root cause might just be the lack of a good executive integration plan.
Work relations & the future of work by All Seasons ZenithAll Seasons Zenith
This document discusses workplace relationships and how they have evolved over time and may change in the future. It provides the following key points:
- Workplace relationships directly impact worker success and can be positive or negative. They include relationships with superiors, peers, and sometimes adversaries.
- Historically, work relationships have changed from master-slave models to more peer-based relationships between employers and employees. Modern relationships are less hierarchical with trends like remote work.
- Good work relationships lead to benefits like higher motivation, productivity, job satisfaction and involvement. Bad relationships can damage progress.
- The future of work may involve more remote and flexible work arrangements as relationships between employers and employees become less standardized. Lif
The document discusses the importance of employee engagement for organizations. It notes that disengaged employees can lead to negativity, low productivity, attrition, and mistakes. Companies with engaged employees perform 202% better and are 26% more productive. The document outlines five factors that contribute to engagement: commitment, pride in the organization, exerting discretionary effort, enthusiasm, and passion for work. It also provides suggestions for improving engagement, such as learning opportunities, recognition, communication, and building trust in leadership. Barriers to engagement mentioned include poor management, lack of career growth, and not feeling valued in one's work.
When stakes are high, Employees need something more than their salary and usual tea-snacks... they need Engagement and Motivation (read it as INSPIRATION)
Putting Value Back in Evaluations - Mary Bushingtlcook1029
This document discusses the importance of providing meaningful feedback and continuous evaluation and improvement in organizations. It argues that without feedback, performance declines over time. It then provides suggestions for how to structure evaluations, including focusing on core goals and mission, involving all staff, selecting specific initiatives to work on incrementally, and regularly recognizing both successes and areas for improvement. The key is to make the process engaging, focused on growth, and less rigid than traditional bureaucratic reviews.
The document is from Toronto Training and HR and discusses leadership. It provides definitions of leadership and theories like Theory X and Theory Y. It discusses developing leadership skills, challenges of leadership, tips for better leadership, and becoming a leader. It also includes case studies and elements of lasting success like strategic planning, communication, and developing a positive culture.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
Tolero Solutions - Checklist - Top 10 Ways to Engage GenY & Millennial TalentTolero Solutions
This document provides tips for engaging millennial employees. It recommends adopting a flexible work environment that provides opportunities for career growth based on merit rather than tenure. Organizations should clearly communicate their values and goals, and allow millennial employees to provide input on company strategy. Engaging millennial workers also means embracing diversity, utilizing new technologies, and offering benefits that support work-life balance.
This document provides leadership lessons drawn from history's greatest leaders. It discusses the importance of aligning employee expectations with the employment contract to avoid issues like presenteeism. Developing leaders within the organization is key, with managers taking a parental approach to find employees' talents, give regular feedback, empower decision making, and recognize contributions. Determination is a crucial quality for managers to have in order to convince others of their leadership and achieve goals. Living fully for the job and working fearlessly are emphasized.
To re-engage employees, leaders must understand why workers feel disconnected through fact-finding, address issues like burnout, provide growth opportunities, and help employees see how their work contributes to organizational success. Regular feedback, participation, clear expectations, and ensuring personal goals align with company goals are also important for engagement. With the right workplace conditions and management practices, leaders can renew employees' commitment and pride in their work.
'Afif Zaky AeU Assignment - STRATEGIC HUMAN CAPITAL PLANNING - as at 14 June ...Afif Zaky
The document discusses the importance of emotional intelligence (EQ) in managing the workforce. It outlines five pillars of EQ: self-awareness, self-regulation, motivation, empathy, and social skills. Organizations that promote an EQ culture report better customer relationships, work climate, and alignment of people/strategy. Those without an EQ culture often lack leadership awareness of EQ, have a cultural gap from EQ principles, or do not see the financial value. EQ improves mental health, job performance, and leadership. It allows understanding others and connecting emotionally, providing better customer service and responding to employee concerns.
When to reward employees with more responsibility and moneyPreeti Bhaskar
The document discusses when and how managers should reward high-performing employees with promotions and raises. It provides several principles for managers to consider, including assessing an employee's current performance using multiple sources of feedback, ensuring the new role is a good match for the employee's interests and abilities, and experimenting with temporary assignments before making a promotion permanent. It also notes that while promotions and raises are important, managers should rely on intrinsic motivators and find other ways to engage employees when raises are not possible due to budget constraints. The document includes two case studies illustrating how companies successfully promoted employees through new roles and temporary job sculpting assignments.
The top tens of employee engagement hundreds of brilliant engagement ideasLuchoAlbertito
The document provides a collection of "top ten" lists from various contributors on the topic of employee engagement. It includes lists on engaging employees, engagement strategies, engagement questions, ways to spot an engaged employee, engagement tips for managers, and more. Each list provides 3-10 concise tips or strategies related to improving employee engagement. The overall document serves as a reference guide bringing together engagement ideas and best practices from multiple experts in the field.
Leadership is the ability to influence others to achieve organizational goals, which requires skills like vision, motivation, and setting an example. Good leaders also establish trust by communicating effectively, caring for employees, recognizing their contributions, and ensuring tasks are understood and accomplished. The principles of leadership include knowing yourself, being technically proficient, making timely decisions, training employees as a team, and dealing with criticism constructively.
1) Maintaining healthy office morale should be a top priority for companies to avoid negative consequences like decreased productivity and talent loss.
2) Good morale comes from open communication, respect among coworkers, and involvement in decision making.
3) Simple steps like clearly communicating expectations, recognizing good work, and focusing on positivity can improve morale.
Employee engagement that bonds trust in workplaceKhrisma Khrisma
The document discusses employee engagement and how leaders can foster trust and bonds between employees and management. It outlines ten strategies ("C's") that leaders can use to engage employees: connecting with employees on a personal level; providing career growth opportunities; communicating a clear vision; conveying expectations and providing feedback; recognizing contributions; allowing employee input and control; fostering collaboration; maintaining credibility and ethics; and building confidence. Employee engagement is important for employee well-being, performance and company success. Leaders who implement these strategies can bridge gaps, motivate workers and execute company strategies effectively.
How to be a Super Boss & connect with Employees - Manager EffectivenessXoxoday
This document provides tips for managers to engage and connect with employees. It discusses the importance of respect, trust, feedback, recognition, and understanding employees as individuals. Managers are central to workplace culture and must foster motivation through goal alignment, learning opportunities, and celebrating personal milestones. Regular feedback and surveying employees helps managers understand needs and gauge engagement.
The document outlines 21 steps to develop and reinforce leadership skills. Some of the key steps include working hard, having a positive attitude, learning from proven leaders, investing in training for yourself and employees, public speaking training, and focusing on developing people to their full potential. The overall message is that successful leadership requires motivating and caring for employees, continuously developing skills, and creating a positive work environment where people feel valued and are able to perform to their highest abilities.
The document discusses the five levels of leadership. Level one is leadership from position, where people follow due to one's job title and authority. Level two is leadership by permission, where people follow due to respect and trust. Level three is leadership by production, where people follow due to what one has done for the organization. Level four is leadership by people development, where people follow due to what one has done for them personally and professionally. Level five is leadership by personhood, where people follow due to who one is and what one represents.
Effective leadership is important for organizations to solve problems and deliver results. While individual leaders are important, an organization's leadership capacity over time is even more important for shareholders and customers. Therefore, organizations must invest in developing not just individual leaders but also leadership depth across the organization. To develop leadership depth, organizations should define leadership standards based on external stakeholder expectations, assess leaders' performance against these standards, and provide learning opportunities such as on-the-job experiences, training, coaching and feedback. Developing leadership is an ongoing journey that requires a long-term commitment from organizations.
This document discusses why employees leave organizations and offers strategies for improving retention. The main points are:
1) Employees often leave their jobs due to poor management rather than issues with the company itself. Bad managers can negatively impact performance and inspire disloyalty.
2) Other reasons for employee turnover include constant reorganization that creates uncertainty, a culture of negative competition between departments, and lack of support and appreciation for employees.
3) To improve retention, managers should identify key employees, understand their career goals, offer growth opportunities, ensure fair compensation, build strong relationships, and develop a formal retention plan with accountability. Regular communication and showing trust in employees are also important.
Integrating the New Executive: Show a Little Love and Get Her ConnectedJaymie Berger
Why do such a high percentage of new executives fail to achieve expectations? In this article, Tim Ruef suggests looking past the obvious explanations. The root cause might just be the lack of a good executive integration plan.
Work relations & the future of work by All Seasons ZenithAll Seasons Zenith
This document discusses workplace relationships and how they have evolved over time and may change in the future. It provides the following key points:
- Workplace relationships directly impact worker success and can be positive or negative. They include relationships with superiors, peers, and sometimes adversaries.
- Historically, work relationships have changed from master-slave models to more peer-based relationships between employers and employees. Modern relationships are less hierarchical with trends like remote work.
- Good work relationships lead to benefits like higher motivation, productivity, job satisfaction and involvement. Bad relationships can damage progress.
- The future of work may involve more remote and flexible work arrangements as relationships between employers and employees become less standardized. Lif
The document discusses the importance of employee engagement for organizations. It notes that disengaged employees can lead to negativity, low productivity, attrition, and mistakes. Companies with engaged employees perform 202% better and are 26% more productive. The document outlines five factors that contribute to engagement: commitment, pride in the organization, exerting discretionary effort, enthusiasm, and passion for work. It also provides suggestions for improving engagement, such as learning opportunities, recognition, communication, and building trust in leadership. Barriers to engagement mentioned include poor management, lack of career growth, and not feeling valued in one's work.
When stakes are high, Employees need something more than their salary and usual tea-snacks... they need Engagement and Motivation (read it as INSPIRATION)
Putting Value Back in Evaluations - Mary Bushingtlcook1029
This document discusses the importance of providing meaningful feedback and continuous evaluation and improvement in organizations. It argues that without feedback, performance declines over time. It then provides suggestions for how to structure evaluations, including focusing on core goals and mission, involving all staff, selecting specific initiatives to work on incrementally, and regularly recognizing both successes and areas for improvement. The key is to make the process engaging, focused on growth, and less rigid than traditional bureaucratic reviews.
The document is from Toronto Training and HR and discusses leadership. It provides definitions of leadership and theories like Theory X and Theory Y. It discusses developing leadership skills, challenges of leadership, tips for better leadership, and becoming a leader. It also includes case studies and elements of lasting success like strategic planning, communication, and developing a positive culture.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
Tolero Solutions - Checklist - Top 10 Ways to Engage GenY & Millennial TalentTolero Solutions
This document provides tips for engaging millennial employees. It recommends adopting a flexible work environment that provides opportunities for career growth based on merit rather than tenure. Organizations should clearly communicate their values and goals, and allow millennial employees to provide input on company strategy. Engaging millennial workers also means embracing diversity, utilizing new technologies, and offering benefits that support work-life balance.
This document provides leadership lessons drawn from history's greatest leaders. It discusses the importance of aligning employee expectations with the employment contract to avoid issues like presenteeism. Developing leaders within the organization is key, with managers taking a parental approach to find employees' talents, give regular feedback, empower decision making, and recognize contributions. Determination is a crucial quality for managers to have in order to convince others of their leadership and achieve goals. Living fully for the job and working fearlessly are emphasized.
To re-engage employees, leaders must understand why workers feel disconnected through fact-finding, address issues like burnout, provide growth opportunities, and help employees see how their work contributes to organizational success. Regular feedback, participation, clear expectations, and ensuring personal goals align with company goals are also important for engagement. With the right workplace conditions and management practices, leaders can renew employees' commitment and pride in their work.
'Afif Zaky AeU Assignment - STRATEGIC HUMAN CAPITAL PLANNING - as at 14 June ...Afif Zaky
The document discusses the importance of emotional intelligence (EQ) in managing the workforce. It outlines five pillars of EQ: self-awareness, self-regulation, motivation, empathy, and social skills. Organizations that promote an EQ culture report better customer relationships, work climate, and alignment of people/strategy. Those without an EQ culture often lack leadership awareness of EQ, have a cultural gap from EQ principles, or do not see the financial value. EQ improves mental health, job performance, and leadership. It allows understanding others and connecting emotionally, providing better customer service and responding to employee concerns.
When to reward employees with more responsibility and moneyPreeti Bhaskar
The document discusses when and how managers should reward high-performing employees with promotions and raises. It provides several principles for managers to consider, including assessing an employee's current performance using multiple sources of feedback, ensuring the new role is a good match for the employee's interests and abilities, and experimenting with temporary assignments before making a promotion permanent. It also notes that while promotions and raises are important, managers should rely on intrinsic motivators and find other ways to engage employees when raises are not possible due to budget constraints. The document includes two case studies illustrating how companies successfully promoted employees through new roles and temporary job sculpting assignments.
The top tens of employee engagement hundreds of brilliant engagement ideasLuchoAlbertito
The document provides a collection of "top ten" lists from various contributors on the topic of employee engagement. It includes lists on engaging employees, engagement strategies, engagement questions, ways to spot an engaged employee, engagement tips for managers, and more. Each list provides 3-10 concise tips or strategies related to improving employee engagement. The overall document serves as a reference guide bringing together engagement ideas and best practices from multiple experts in the field.
Leadership is the ability to influence others to achieve organizational goals, which requires skills like vision, motivation, and setting an example. Good leaders also establish trust by communicating effectively, caring for employees, recognizing their contributions, and ensuring tasks are understood and accomplished. The principles of leadership include knowing yourself, being technically proficient, making timely decisions, training employees as a team, and dealing with criticism constructively.
1) Maintaining healthy office morale should be a top priority for companies to avoid negative consequences like decreased productivity and talent loss.
2) Good morale comes from open communication, respect among coworkers, and involvement in decision making.
3) Simple steps like clearly communicating expectations, recognizing good work, and focusing on positivity can improve morale.
Employee engagement that bonds trust in workplaceKhrisma Khrisma
The document discusses employee engagement and how leaders can foster trust and bonds between employees and management. It outlines ten strategies ("C's") that leaders can use to engage employees: connecting with employees on a personal level; providing career growth opportunities; communicating a clear vision; conveying expectations and providing feedback; recognizing contributions; allowing employee input and control; fostering collaboration; maintaining credibility and ethics; and building confidence. Employee engagement is important for employee well-being, performance and company success. Leaders who implement these strategies can bridge gaps, motivate workers and execute company strategies effectively.
How to be a Super Boss & connect with Employees - Manager EffectivenessXoxoday
This document provides tips for managers to engage and connect with employees. It discusses the importance of respect, trust, feedback, recognition, and understanding employees as individuals. Managers are central to workplace culture and must foster motivation through goal alignment, learning opportunities, and celebrating personal milestones. Regular feedback and surveying employees helps managers understand needs and gauge engagement.
The document outlines 21 steps to develop and reinforce leadership skills. Some of the key steps include working hard, having a positive attitude, learning from proven leaders, investing in training for yourself and employees, public speaking training, and focusing on developing people to their full potential. The overall message is that successful leadership requires motivating and caring for employees, continuously developing skills, and creating a positive work environment where people feel valued and are able to perform to their highest abilities.
The document discusses the five levels of leadership. Level one is leadership from position, where people follow due to one's job title and authority. Level two is leadership by permission, where people follow due to respect and trust. Level three is leadership by production, where people follow due to what one has done for the organization. Level four is leadership by people development, where people follow due to what one has done for them personally and professionally. Level five is leadership by personhood, where people follow due to who one is and what one represents.
Effective leadership is important for organizations to solve problems and deliver results. While individual leaders are important, an organization's leadership capacity over time is even more important for shareholders and customers. Therefore, organizations must invest in developing not just individual leaders but also leadership depth across the organization. To develop leadership depth, organizations should define leadership standards based on external stakeholder expectations, assess leaders' performance against these standards, and provide learning opportunities such as on-the-job experiences, training, coaching and feedback. Developing leadership is an ongoing journey that requires a long-term commitment from organizations.
The document discusses effective leadership in organizations and what Gen Y workers look for in leaders. It notes that while individual leaders are important, an organization's leadership capacity over time is even more crucial. Leaders guide others' behavior to achieve goals, while leadership refers to developing future leaders. Additionally, organizations must invest in both developing current leaders and growing leadership depth overall. The document also outlines that Gen Y workers particularly admire leaders who can influence and inspire them, and they seek leaders who are caring, inspiring and competent.
A leader plays an important role through recognition, delegation, and setting the right example. An effective leader ensures their team feels recognized for their accomplishments through regular "recognition meets". They also delegate tasks effectively based on strengths to develop team members and free up time for strategic work. Most importantly, a leader must lead by example by not taking sole credit for wins and walking the talk by embodying the values they promote.
6-Leadership.pptx It's About HotelmanagementDarkenToman
Leadership is important in the workplace for several key reasons:
- Leaders provide direction, motivate employees, and create an environment that promotes success. They improve communication, boost morale, and increase productivity.
- Effective leaders set a good example, inspire hard work, and establish a strong long-term vision to guide the organization. They also help ensure employees stay focused on achieving goals.
- Strong leadership is essential for any organization to function properly and achieve its objectives through improved communication, a better work culture, higher efficiency and motivation, and reduced mistakes.
Top secret leadership tips for managing directorsLorenzo V Tan
Managing directors need to operate with a strategic viewpoint and understand the long-term ambitions and broader business context. They should spend time talking to employees about improving the business, delegating responsibilities, and asking strategic questions to involve the team. Listening to employees and taking their opinions into account helps them feel valued and responsive to leadership ideas. Inspiration is also key - instilling inspiration in the management team through a new perspective or positive recognition can motivate extra effort. Sometimes intervention is needed if the team is struggling, but generally trust should be placed in allowing the team to do their jobs.
Selecting and developing capable and confident leaders has become more critical today than ever before.
Discover 4 proven strategies to guide you through today's white water leadership challenge.
Leadership suggestions for managing directorsLorenzo V Tan
Managing directors need to operate with a strategic viewpoint and understand the long-term ambitions and broader business picture. They should spend time talking to employees about improving the business and delegating responsibilities, while also listening to opinions and making people feel valued. Inspiration is also key to success - directors can inspire by offering a new perspective or positive recognition. Being a good example of leadership and judging when to intervene versus leave things can help an organization develop quickly and efficiently.
This document discusses developing self-awareness as a leader. It begins by stating that lack of self-awareness is the most common cause of leadership derailment. It then introduces the MAPS framework for increasing self-awareness, which examines one's Abilities, Mission, Perceptions, and how they align with organizational Standards. The document provides details on each element of the MAPS framework and suggests questions leaders can ask themselves to better understand how they are performing and developing based on their own view and the views of others. It emphasizes that self-awareness allows leaders to understand their personality and how it affects others, enabling them to motivate and influence more effectively.
The document discusses IBM's Blue Ambassador Employee Referral Programme (ERP) which encourages employees to refer qualified candidates for open positions. The key points are:
1. The program believes existing employees know who is most suitable for openings based on understanding IBM's culture and values.
2. Employees can refer candidates through IBM's internal job portal or by email. They receive regular updates on openings.
3. Referred candidates are more likely to accept offers since employees understand IBM's work environment.
4. The program aims to identify highly skilled candidates who may not apply otherwise and rewards employees for their referral efforts.
The document discusses important leadership skills for nurses. It states that nurses interact with many different people and should gain knowledge of leadership and followership to interact effectively. Leadership is broader than management as it focuses on influence, whereas management focuses on achieving organizational goals. Important leadership skills include goal setting, critical thinking, problem solving, respecting individuals, communication, vision, and personal development. As a new nurse, it is important to set priorities, evaluate tasks, eliminate unnecessary tasks, and develop skills to become an effective leader.
Some say that there is a clear difference between leadership &
management while some says not. Many accept the fact that both are
needed in equal while some argue that it is dangerous to distinguish
the both.
This document outlines the essentials of leadership. It defines leadership as the ability to influence and guide others towards a clear vision. Effective leadership involves establishing a vision, sharing that vision, providing knowledge to achieve it, and balancing interests. Business leadership requires motivating employees, delegating tasks based on strengths, and having courageous conversations. The document then lists and describes eight qualities of great leadership: sincerity, integrity, communication skills, loyalty, decisiveness, competence, empowerment, and charisma. It provides examples from leaders like MS Dhoni and quotes on leadership.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
The document discusses the roles of a leader and manager. It states that a leader's main role is to oversee what others are doing to accomplish the company's mission and goals. A good leader stays closely involved with employees, understands how each job is performed, and participates in company activities. The document also provides an example of a Toyota branch manager who ensures cars are sold by overseeing operations but also getting involved in each job. It emphasizes the importance of approachability, individual consideration, and supervising employees' work for effective leadership.
Leadership StylesJust as leaders can be found in many places.docxsmile790243
The document discusses leadership styles and the human resources cycle. It describes six leadership styles - pacesetting, visionary, affiliative, coaching, coercive, and democratic. It also outlines the six stages of the human resources cycle: recruit, employ, reward, manage, develop, and transition/exit. The human resources cycle aims to ensure a business has the right people in the right jobs through all stages of employment.
This document discusses lean leadership and how to develop lean leaders. It defines lean leadership as focusing on respect for people and continuous improvement. Lean leaders go to the "gemba" or work area to understand processes, ask questions, generate ideas to improve, and act as coaches. Developing lean leaders requires an on-the-job approach over many years with a coach providing feedback and ensuring the leader is adding value. Toyota's approach involves senior leaders coaching subordinates through challenging projects to advance their skills.
The document discusses effective leadership for developing employees. It explains that employees reach higher performance levels through receiving the appropriate leadership styles over time. The key leadership skills are diagnosing an employee's development level, applying the right direction and support, and partnering to define responsibilities. Leaders must determine an employee's competence and commitment levels to diagnose their development stage and apply the flexible leadership style to best help the employee improve. Partnering ensures employees understand and agree to the leader's approach. Effective leadership can increase productivity, morale and business results.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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2. Leadership & Management
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Unit 1
Understanding Management and Leadership
About Leadership
There are several very strong models for leadership which have been developed after many years of
study, and with the help of many companies and their leaders. (See the recommended reading list at
the back of this manual for more information.) All of these models share some things in common that
we can certainly learn from in our own quest to become the best leaders that we can be.Whether
you have “leader” in your job title or you are a leader without a team, developing the characteristics
of strong leaders will help you in your work.
First, let’s explore what kind of a leader that you are. In the work done by Paul Hersey and Ken
Blanchard on the Situational Leadership II® model, they recognize four leadership styles that tend to
resonate with us. As you read about the different styles, think about where your comfort zone is.
Director’s Style
Someone with a director’s style does well with new employees, who seem to easily respond to being
told what is expected, having processes and procedures outlined for them, and having someone they
can report to or ask questions of regularly. The director’s style is defined by a high emphasis on
directing tasks and being able to account for results.
Coach’s Style
Coaches are able to blend supporting people and directing tasks.This is available to a leader when
employees understand what is expected, but need some range of support in order to take
independent steps and make things happen. A coach’s style has a high degree of involvement in
directing tasks, with an equally high emphasis on supporting people.
Supporter’s Style
This style encourages people to come up with solutions and solve problems on their own. It provides
them with the support they need in terms of tools and resources.The supporting style shows a low
degree of directing tasks and a high emphasis on supporting people.
Delegator’s Style
Delegating means that the delegator holds responsibility for results, but that the work is done by
others. We delegate to individuals who have high levels of related skill and the experience it takes to
locate their resources and tools. Then they can report to the delegator at defined intervals. This style
is one with a low emphasis on directing tasks, and an equally low emphasis on providing people
support.
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Understanding Your Comfort Zone
We all have a comfort and ease with one style, but there are times when staff performance, our own
confidence, or a crisis demands that we behave differently.
When new people join the team, they understandably will need a level of direction that can be quite
high and will leave little time for supporting people. As they gain skill and confidence, the leader can
progress to a coaching style where they are still directing tasks but also able to offer additional
support. As the employee makes progress, the leader provides more support and less hands-on
direction until the direct report has the ability to accept delegatedtasks.
This process can be cyclical. For example, a team that you can easily delegate to might go through a
significant change or have a new system being implemented. You might have to start again with
directing behavior before moving on to coaching, supporting, and then a return to delegating.
Fig. 1.1
We also might encounter structures that do not allow us to delegate, which can be a tough job for
someone who is a capable and effective delegator.
Managing Performance
When you consider different aspects of leadership, you can learn from the insights of global business
leaders and research in order to make your own foray into leadership as effective as possible. One of
the areas that many leaders struggle with is performance management. We are very good at
identifying the things that people do wrong (or the gaps in their performance), but we may not be as
good at recognizing their success. For example, if you complete a project and 90% of the work is
exceptional, a typical leader will ask why you missed the other 10%.
Instead of looking for gaps and managing performance from a negative perspective, think of our job
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as leaders as one to help people do more and do better. Empowerment means that leaders make
sure that people have what they need to do their work, while still being accountable for what they
do. Often, leaders will congratulate themselves when things are going well, and then look for people
and outside factors to blame when things are going wrong. This is unfortunate, and a sign of how our
egos can stops us from being truly effective.
In Jim Collins’ bestseller Good to Great, he talks about humility in leaders. Humility allows a leader to
realize that it’s not about him or her; leadership is about making sure that people have what they
need in order to do their best work. Humility is best demonstrated by action – and not the self-
serving kind of actions either! Humility is doing what needs to be done without fanfare. It’s not
demonstrated by updating social networking sites and bragging about the things that you have done.
Servant Leadership
Robert Greenleaf first used the term servant leadership in 1970, although the principles have been in
use for more than two thousand years. Servant leaders are those who can see a larger picture, and
make a commitment to serve their own people. In a traditional organization, employees respond to
what their boss needs. Servant leaders, however, know that their role is to help people reach their
goals, and they keep the bigger picture in mind. Rather than wanting their own needs met, servant
leaders want to make a difference for others, and the outcome is the impact that this approach has
on the organization.
While servant leadership has a long history, standard business practice has been to focus on results in
terms of profit and put “bosses” in positions of authority and accountability.Servant leadership,
however, is about heart. When leaders pay attention to what their people need and engage their
hearts as well as their minds, they are able to get a level of commitment that is much higher than in
traditionally led organizations. The results can be measured in terms of profit, but also in terms of
employee engagement and commitment.
Are you called to lead?
What do you love about leadership?
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What challenges do you have?
If your organization is not exemplifying servant leadership now, what do you think would have to
change for it to become a serving organization?
Onboarding and Orientation
Here is one of our favorite success stories.
Ann started a management job a couple of years ago where the welcome was remarkable. Her team
had a banner saying “Welcome!” hung up, and there was a vase with daisies on her desk. Her new
cell phone was there, all ready to go. Her computer was set up with all the applications she needed.
Her new boss even took her out for lunch and answered all her questions, and provided her with
insight on the company’s culture. Ann was captivated by the place, and felt very good about her
decision to accept the job.
But this is not the way many people start a new job. Can you relate to any of these stories?
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These may seem like some extreme examples, but they have all actually happened to people that we
know. Imagine how Ann felt on her first day of that job, in contrast to the people in the other
examples.
If you are the leader that the new person works for, it is your responsibility to make sure that your
new team member is welcomed, and that they feel that they made the right choice in accepting the
job offer. Balance your need to get started with the pace that this person can take in what is new:
avoid an information dump or negative comments about the orientation process or the company.
Your role is to engage the heads and hearts of new people, and to realize the benefits of the decision
you made to hire them.
Five Practices
Introduction
James Kouzes and Barry Posner are two other well-known researchers who have done a tremendous
amount of work on leadership, and their findings complement Peter Senge’s work.
They have identified five practices they feel should be a part of every leader’s skill set.
Let’s take a quick look at what these mean to us.
No one knew the person was starting on Monday becausethe boss was off on vacation and
had not made any arrangements.
New members of a road crew showed up and there was no safety gear forthem.
A sales representative started a new job with no computer access, business cards, computer,
or phone.
An organization assigned a buddy for a new staff member to show him the ropes. No one
thought of the fact that the buddy doesn’t start work until an hour after the new employee
was told to.
A receptionist starts in a veterinary office on Monday. On Wednesday, someone tells her that
each Thursday she’ll be working from noon to 8:00 p.m. instead of the day shift she was hired
for.
No one has been assigned to show a new employee around the building, which is set up like a
labyrinth. Where do they go to the washroom, store their lunch, or report to their supervisor?
Challenge the process
Inspire a shared vision
Enable other to act
Model the way
Encourage the heart of employees
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Practices One, Two, and Three
Challenge The Process.
Leaders venture out. Leaders don’t sit idly by waiting for fate to smile upon them. They seek and
accept challenge. Leaders are pioneers who are willing to step out into the unknown. They are willing
to take risks, innovate, and experiment to find new and better ways of doing things.
But leaders need not always be the creators or originators of new or different products, services, or
processes. These innovations tend to come from customers, vendors, people in the labs, and people
on the front lines. The leader’s contribution is in recognizing the good ideas, supporting innovation,
and challenging the system to get new processes adopted. They know that they are taking a risk, but
they proceed anyway. They learn from their failures as well as from their successes.
Inspire A Shared Vision.
Leaders have absolute and total personal belief in their dreams, but in some ways, leaders live their
lives backwards. They can see pictures in their mind’s eye even before the end is in sight.
Yet if a vision is only seen by the leader, it can’t create an organized movement, or a significant
change in a company. A person who doesn’t have followers is not a leader, and people do not follow
until they can accept a vision as their own. Leadership is a dialogue, not a monologue. (Sound
familiar? This was the idea behind shared vision in the work by Peter Senge.)
Enable Others To Act.
Leadership is a team effort. Leaders know that nobody does their best if they feel weak,
incompetent, or alienated; they know that those who are expected to produce results must feel a
sense of ownership.
Leaders enable others to act not by hoarding the power they have, but by giving it away. When
people have discretion, authority, and information, they are likely to use these resources and their
energies to produce extraordinary results. Leadership is a relationship founded on trust and
confidence. Without trust and confidence, people don’t take risks. Without risks, there’s no change.
Without change, organizations die.
Think of a time when you felt especially powerful as a result of something a manager said or did.
Specifically, what did the manager do or say? Aside from empowered, how did you feel?
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Think of a time when you felt powerless as a result of something a manager said or did. What
specifically did he or she do? How did these actions make you feel?
Image Identifaction
1
2
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3 4
5
6
Fig. 1.2
Image Number How does it relate to leadership? Rate the appeal of the photo.
1
2
3
4
10. P a g e 10 | 20
5
6
Practices Four and Five
Model the Way
Leaders go first. Never ask your team to do something you are not willing to do. You set an example
and build commitment through simple daily acts that create progress and momentum.
Leaders stand up for their beliefs, so you’d better have some beliefs to stand up for. Your deeds are
far more important than your words. Leaders need operational plans. They must steer projects along
a purposeful course, measure performance, give feedback, meet budgets and schedules, and take
corrective action.
Encourage The Heart
Of all the leadership practices, encouraging the heart is the hardest to plan. Why? For one thing, you
don’t know in advance what people will do that merits recognition. For another, you want your
recognitions and celebrations to be spontaneous, genuine, and heartfelt. Too much planning can
make recognition feel routine or forced.
To get started on encouraging the heart through effective recognition, here are two possible
commitments for you to accept.
One person I’ll recognize in the coming week:
Why:
How:
One celebration I’ll hold in the next month:
Why:
How:
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Practices In Practice
Activity Practice
Number(
s)
Communicate often. Make sure communication runs both ways.
Be aware of changing environment.
Make sure everyone understands the end results & their role & and how they
will benefit.
Plot a procedure. Break it down into its parts.
Ask for help from others.
Constantly evaluate current products and procedures.
Reserve judgment until you have the facts & but be willing to come to
decisions.
Give employees projects for which they can take responsibility.
Lead and direct the process, but make it an “us” collaboration.
Measure your deliverables.
Create a collaborative basic plan for growth.
Demonstrate integrity in your own actions.
Recognize individuals the way they want to be recognized.
Trust and provide visible evidence that you do.
Celebrate success together.
Make sure others see what’s in it for them; how they will benefit.
Help others understand why they must innovate and be competitive, viable,
and marketable.
Share how you see the business/organization in 10 years.
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Activity Practice
Number(
s)
Benchmark and find out how “X” is doing it.
Explore risks. Be willing to take small risks to innovate.
Do a SWOT analysis.
Provide people with both opportunities and resources.
Develop effective strategies for resolving conflict.
Really delegate. Live with mistakes and learn from them.
Be visible and accessible.
Set reasonable short term goals.
Demonstrate random acts of kindness.
Celebrate and post external accomplishments.
Recognize strengths and recognize victories over challenges.
Find ways to recognize teams: verbally, in writing, and with tokens of
appreciation.
Managers Vs. Leaders
Leaders can be managers, but all managers are not necessarily leaders. Within your organization, you
will find job titles that are associated with leadership roles, and we also have people who are not
formally in a management role, but they are certainly leaders. This section will discuss the elements
of leaders and managers. Decide what kind of role you fulfill, and consider whether you will further
develop your leadership and management skills.
Who are people that you would consider to be great leaders of today?
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Who are some leaders in your particular industry, organization, or geographic location?
What qualities make these leaders stand out among their Peers?
Workplaces need people who can both lead and manage. Being an authentic, strong, and successful
leader is not easy, and we should not expect it to be. Becoming a good athlete, physician, or musician
is not easy. While you may see leaders who make the journey look easy, it’s important to recognize
that they have to work at it.
Often, you will see managers defined as looking after administration, systems, or a particular
structure; being accountable; and getting things done correctly. All of these things are absolutely
essential in business success. However, the leader is observed as an innovator, a visionary who
inspires trust, someone who has a long term view, and someone who is able to empower managers
and others to get the work done. When the leader sets a direction and shares a vision, the manager is
responsible for implementing it.
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Fig. 1.3
Perhaps Peter Drucker said it best: “Management is doing things right; leadership is doing the right
things.”
Types Of Thinking
Directional Thinking
Directional thinking is the thought process that a person goes through, whether individually or within
an organization, that ultimately produces a vision or establishes a direction.
The process consists of two major steps:
A direction-setting opportunity.
A direction-setting decision.
A Direction-Setting Opportunity (DSO) is an event that occurs in a person’s life. It may be ordinary or
it may be extraordinary. But it does present an opportunity to change a particular course of action.
In general there are two types of DSOs: those that occur arbitrarily through forces outside your
control and those that are intentional.
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A Direction-Setting Decision (DSD) occurs when you choose between the existing pattern and a new
direction. Once you make a DSD, it will change your course and put you on a road that leads in a
different direction.
We can create this new direction by using several different techniques.
Paradigm Shifts
One example of a paradigm shift is the story Stephen Covey told in his book The Seven Habits of
Highly Effective People. He was on a subway train early one Sunday morning. All was quiet as people
read their paper, sipped their coffee, or caught a few more minutes of sleep. At one stop, the quiet
was broken as a man and his three small children got on the train. Within minutes the children had
disrupted the calm as they jostled people, threw things, and yelled back and forth. The atmosphere
was charged with unspoken anger toward this man and his children.
Covey’s own resentment grew, and since the father was sitting next to him, Covey brought the
children’s behavior to the man’s attention. The stranger replied, “We just came from the hospital
where their mother died about an hour ago. I don’t know what to think, and I guess they don’t know
how to handle it either.”
Here is the paradigm shift: people’s anger and resentment shifted to sympathy and compassion as
the magnitude of what had taken place registered for each individual. People expressed an interest in
the children as Covey spoke with their father, and the shattered peace was no longer important.
Mind Mapping
This technique is an example of creative or lateral thinking versus linear thinking. Linear thinking is
sequential and orderly. However, this is not always the way our minds work. For example, say you
were thinking of starting a garden in your backyard. Your mind might think about these things:
Lights
Perennials/annuals
Soil
Layout
Write these ideas in a list. Then under or beside “Lights” write what comes into your mind as in: up
lighting, motion sensors, etc.
Soon you have a mind map that is anything but sequential, but which can be made sequential when
the time comes.
Reframing
Think of how these phrases might be reframed to sound more positive:
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Negative Positive
It’s them
It’s a problem
We don’t have enough time
Reframing an idea or problem can give us a new perspective on it and help us come up with new
insights.
Concequential Thinking
Consequential Thinking is the process of identifying the risks associated with a particular action and
then considering whether to continue in pursuit of that goal.
No one is immune from risk. Choices create risk. We all live with risk on a daily basis and leaders
encounter risks with every decision they make, and every action they pursue. The difference between
the risks you take as an individual and the risks you take as a project leader is the number of people
who are affected.
In Managing Risk, author Vernon L. Grose argues there is no such thing as an accident. He feels that
what we call accidents are actually the result of choices. For leaders, the question before proceeding
in a certain direction should not be, “How likely is an accident?” but rather, “What are the risks
associated with my choices? Which risks can be eliminated? Which risks can be avoided?”
Since your decisions will change things from the way they are to the way you think they should be,
consider the process and the outcomes carefully.
Consequential thinking is a logical extension of directional thinking. The greatest enemy to a
successful decision is your own impulsiveness. What are some of the ways you can structure your
thinking to minimize risk?
Whenever you make a decision, think about its consequences. You can use the Rotary four-way test
to help you:
Is it ethical?
Is it legal?
Is it fair and balanced?
Will it pass a test of public scrutiny?
You can also consider the pros vs. cons and costs vs. benefits of your decision.
Ethics 101
You start a new job where you have the discretion to choose the charity to which your company
donates. The charity with which your company has had a long association, however, contravenes
your political
17. P a g e 17 | 20
beliefs, but the charity’s budget relies on your company donation and many recipients of its services
would lose out if you stopped the practice.
What Would You Do?
Influence Strategies
At the very core of leadership is the ability to influence people. The importance of this ability is
reflected in most definitions of leadership.
Consider these quotes:
Any time you try to influence the behavior of another person, you’re engaging in an act of
leadership. (Ken Blanchard, in Leadership and the One-MinuteManager)
What leaders do is inspire people, empower them. They pull rather than push. If you want
to lead people, the first thing you have to do is get them to buy into shared objectives.
(Warren Bennis and Joan Goldsmith in Learning to Lead)
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There are several things to consider when we talk about influencing others:
An individual’s resistance to change
Maslow’s Hierarchy of Needs
The types of strategies that manipulate
The type of strategies that persuade people to change (usually based on principles of
fairness and mutual gain
In Influence: The Psychology of Persuasion, Robert Cialdini has identified six influence strategies.
Reciprocity
This refers to an obligation to return what we get. When people remember our birthday, anniversary,
or an event we feel obligated to give them or do something of equal value in return.
Commitment
Once we have made a commitment to do something, we feel both internal and external pressure to
follow through. For example, if I made a commitment to look after your pet goldfish for the weekend,
I would feel pressure in my own mind to do so, even if circumstances made it very difficult to follow
through.
Social Proof
One way we can determine what is the correct or best way to do something is to find out what others
are doing and then do the same thing. This influencing factor is even more effective when we are
uncertain what the standard should be and we seek opinions from people that we know and trust.
Likeability
People generally prefer to do business with people they know and like, rather than people they don’t
know or don’t like. Successful sales people usually have excellent interpersonal skills that help them
connect with people. This might be remembering their name or their birthday, the ability to find
some common ground with them, or simply the ability to make others feel good about themselves.
Remember, we catch more flies with honey than we do with vinegar.
Authority
People will be more apt to comply with requests if they think the request comes from a figure of
authority. We rarely question police officers, fire officials, doctors, or professors when they ask us to
comply with their requests.
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Scarcity
If stores are about to run out of something, we feel the urge to stock up whether we need the item or
not. We don’t want to lose our sense of being in control. This opens the door to unfair price-gouging
during times of stress, like major storms or disasters.
Building Trust
The Cycle Of Trust And Performance
Trust may very well be one of the most important determiners of employer-employee relationships.
Research has determined that if employees trust their managers, they are much more likely to be
open in their communication. High trust on the part of a manager stimulates high worker
performance, which in turn reinforces trust and thus becomes a self-fulfilling prophecy. This makes a
constructive cycle of trust between the employee and employer.
However, in a destructive cycle, low trust on the part of the supervisor/manager contributes to low
worker performance, which then reinforces a manager’s low trust.
To improve trust, either the manager or the employee can initiate a break from the destructive cycle.
Using the reciprocal nature of relationships as justification, a manager can react to a low-producing
employee by giving back more trust and responsibility, hoping to motivate better performance. Or
the employee can react to low trust with increased productivity, hoping to persuade the manager
that he or she is deserving of trust.
Although there is an element of risk in these methods, the destructive cycle will continue until one or
the other does something to break it.
Trust Exercise
Many authorities on leadership, communication, and management assert that a trusting relationship
is basic to leadership effectiveness. On the scale below enter data at three points on it to indicate the
degree to which:
You trust your employees (M)
You trust your boss (B)
You believe your employees trust you (E) Here is a sample of a completed rating:
20. P a g e 20 | 20
Here is the scale that you are to use:
Fig. 1.4
Further Reading:
Understanding Management,(2010) ,By Richard Daft, Dorothy Marcic
Understanding Management,(2006), By Richard L. Daft, Dorothy Marcic