Faith Walk Servant LEADERSHIP.ppt

Ken Blanchard and Spencer Johnson
Timothy Wooi
Add: 20C, Taman Bahagia,
06000, Jitra, Kedah, Malaysia
Email:
timothywooi2@gmail.com
H/p: +6019 4514007
(Malaysia)
FOUNDER, Tim’s Waterfuel an alternative fuel
supplement using Water to add power to
automobiles.
Rode 24 Countries, 18,290km, 4 months 11
days, 6 3/4 hours from Malaysia to London on
just a 125 cc.
Principal Consultant for Lean and Kaizen
Management.
Certified ‘Train the Trainer’ with 35 over years
working experience.
International Educational Speaker for South East
Asian Institute of Educational Training
Inc.(SEAIETI)
An Innovative Engineer that trains MNC on
Creativity & Innovation for Continuous
Improvement.

Theme
"Turning Leaders to Innovative Faith Walk Leaders"
Objective
 To introduce Leader to 21st Century Leadership &
Change Management, Features of Innovative, Traits
& Styles of Leadership
 Preparing Leaders with Innovative Leadership
characteristic and features applicable to practice,
making relevant changes for continuous
improvement in Leadership styles.
 Developing successful Faith Walk Leaders to lead
with Innovative Leadership styles, building
Relationship, Collaboration and Trust in line with the
Word of God.

Course Content
1. Introduction to 21st Century Leadership & Change
Management, Features of Innovative, Traits & Styles of
Leadership
2. Servant Leadership Styles-The best way to Lead.
- How to become a Servant Leader
- 10 Principles of Servant Leadership
3. Faith Walk Leadership ‘Heart of a Leader’ (Ken Blanchard)
building Relationship, Collaboration and Trust.

Session 1
Introduction to 21st Century Leadership & Change
Management, Features of Innovative, Traits & Styles of
Leadership

Personality power and Managerial competence are no longer
the primary qualifiers for developing effective leadership in the
2nd decade of 21st Century.
As problems increasingly defy
solution, to progress no longer
bow to charisma.
Practitioners of leadership find
themselves in uncharted
territory.
Introduction

Without effective leadership with ‘new thinking’, organizations
flounder as we simply repeat the 'same old same old' over and
over again even as we try harder…….
Introduction
The pressure to adapt is the
need to innovate. But how?
When faced with confusion or a
problem, our instinct is to repair
it with order. We examine and
analyze, looking for logic.

Unfortunately, the analysis and rational decision-making used
has serious limitations.
Current problems and
circumstances become so
complex, they don’t ﬁt previous
patterns.
We don’t recognize the situation.
We can’t automatically know
what to do.

What worked before doesn’t work today.
This requires skills beyond
everyday analysis.
It requires Change
Management.
It requires Innovation
Leadership.
To make effective sense of unfamiliar situations and complex
challenges, we must have a grasp of the whole situation, its
variables, unknowns and mysterious forces.

Change and Change Management
Change:
- to cause to be different or to undergo transformation
Change management:
- a systematic approach to dealing with change, both from the
perspective of an organization and on the individual level
‘’The amount of change that the leadership of an
organisation desires must be balanced with the amount
the organisation is capable of handling.’’

As an approach to organization development, Innovation
leadership can be used to support the achievement of the mission
or vision of an organization or company.
In an ever changing world with
new technologies and
processes, it is becoming
necessary to think innovatively
in order to ensure their
continued success and stay
competitive.

Innovation
• Innovation means first different, then
better.
• It is a fundamentally different way of
doing things with better, and different
outcomes.
• Both the 'different' and the 'better'
must be significant and substantial.

Although these characteristics are obviously a part of the equation,
could the idea of an “innovative leader” be simplified?
In the book, “The Innovator’s Mindset;
Empower Learning, Unleash Talent,
and Lead a Culture of Creativity“,
George Couros wrote “innovation” as
the following:
…innovation as a way of
thinking that creates something
new and better.

Innovation can come from either “invention” (something totally
new) or “iteration” (a change of something that already exists), but
if it does not meet the idea of “new and better,” it is not
innovative.
….and leadership is the ability to
influence others to move towards
positive results.
What is crucial about this idea is that
leadership can happen from any position,
in many aspects of what any organization
does. Combining these two ideas gives
Innovative Leadership definition:

Leaders need to think of innovation as those actions that
significantly challenge key assumptions about organization
and how they operate.

For example, some understand
a leader simply as somebody whom
people follow, or as somebody who
guides or directs others, while others
define leadership as "organizing a
group of people to achieve a common
goal’’.
LEADERSHIP
Definition: described as “a process of social influence which one
person can enlist the aid and support of others in the
accomplishment of a common task’’.

’Studies of leadership have produced theories involving traits,
situational interaction, function, behavior, power, vision and values,
charisma, and intelligence, among others.
So what is Innovation Leadership?
Innovation Leadership is:
A technique that combines
different leadership styles to
influence to produce creative
ideas, innovative products and
services.
Dr. David Gliddon (2006) developed the competency model of innovation
leaders and established the concept of innovation leadership at Penn State
University.

In recent years, Organizations have
charted new approaches in leading
Innovation by transforming :
Yourself, your followers and your
organization to cultivate the habits and
mindsets of innovators, to open the
floodgates of creativity and generate
ideas that you can take with
confidence.
The key role in the practice of innovation leadership is the…
Innovation Leader.

Own as Principal the role of
Innovator-in-Chief:
You can’t delegate innovation
“Innovation distinguishes between
a leader and a follower’’
Steve Jobs.
“In the most innovative organization, senior executives didn’t just
delegate innovation; their own hands were deep in the innovation
process…

Leadership Traits
Theories in the 20th century argued that great leaders were born.
Current studies indicated
that leadership is much
more complex and cannot
be boiled down to a few key
traits of an individual.

Leadership Traits
One such trait or a set of traits does not make an extraordinary
leader.
Leadership traits of an
individual do not change
from situation to situation;
like intelligence,
assertiveness, or physical
attractiveness.

However, each key trait may be applied to situations differently,
depending on the circumstances. The main leadership traits are
sumarise below:-
(research by Jon P. Howell, business Professor at New Mexico University and author of Snapshots of Great Leadership).

Determination and Drive -include traits such as initiative,
energy, assertiveness, perseverance, masculinity, and
sometimes dominance.
People with these traits
often tend to
wholeheartedly pursue
their goals, work long
hours, are ambitious,
and often are very
competitive with others.

Cognitive capacity
-intelligence, analytical & verbal ability, behavioral flexibility, and
good judgment.
Leaders with these traits
are able to formulate
solutions to difficult
problems, work well under
stress or deadlines, adapt
to changing situations, and
create well-thought-out
plans for the future.

Steve Jobs and Abraham Lincoln are examples encompassing the
traits of determination and drive.
Both possess
cognitive capacity,
demonstrated by their
ability to adapt to their
continuously changing
environments.

Self-confidence
-encompasses the traits of high self-esteem, assertiveness,
emotional stability, and self-assurance.
Leaders that are self-confident
do not doubt themselves or
their abilities and decisions;
they also have the ability to
project this self-confidence
onto others, building their trust
and commitment.

Integrity
-truthful, trustworthy, principled, consistent, dependable, loyal, and
not deceptive. Leaders with integrity often share these values with
their followers, as this trait is mainly an ethics issue.
Such Leader keep their word, honest
and open with their cohorts. -Sociably
friendly, extroverted, tactful, flexible,
and interpersonally competent.
Accepted well, as they use diplomatic
measures to solve issues, -adapt their
social persona to the situation at hand.

Mother Teresa is, an exceptional
example that embodies assertiveness,
and social abilities in her diplomatic
dealings with the leaders of the world.
Few great leaders encompass all of
the traits above, but many have
applied a number of them to succeed.
Integrity
-truthful, trustworthy, principled, consistent, dependable, loyal, and
not deceptive.

Another factor that co varies with leadership style is whether male
or female.
Sex differences in leadership behavior
Men generally assume an
agentic leadership style.
They are task-oriented,
active, decision focused,
independent and goal
oriented.

Women, on the other hand, are generally more communal when
they assume a leadership position;
They strive to be helpful
towards others, warm in
relation to others,
understanding, and
mindful of others' feelings.

In general, when women are asked to describe themselves to others
in newly formed groups;
Women in leadership behavior
 They emphasize their open, fair,
responsible, and pleasant
communal qualities.
 They give advice, offer
assurances, and manage
conflicts in an attempt to maintain
positive relationships among
group members.

Women in leadership behavior
Women connect more positively to group members by;
 smiling,
 maintaining eye contact
and
 respond tactfully to
others’ comments.

Men, conversely, describe themselves as influential, powerful and
proficient at the task that needs to be done.
Men in leadership behavior
They place more focus on;
 initiating structure,
 setting standards and objectives,
 identifying roles,
 defining responsibilities and
standard operating procedures,
 proposing solutions to problems.

Men in leadership behavior
They monitor compliance with procedures, and finally;
 emphasizing the need
for productivity and
 efficiency in the work
that needs to be done.

As Leaders, Men are primarily task-oriented, but Women tend
to be both task- and relationship-oriented.
However, it is important to
note that these sex
differences are only
tendencies, and do not
manifest themselves within
men and women across all
groups and situations

Leadership, one of the least understood concepts across all cultures
and civilizations.
Many researchers have stressed the
understanding, assumptions, or myths
often interferes with ‘individuals’
conception of what leadership is all
about.
It is a form of power with people not
over people, that exist as a reciprocal
relationship between a leader and
his/her followers (Forsyth, 2009).
Leadership Myths

Leadership Myths

Despite popular belief, manipulation, coercion, and domination to
influence others is not a requirement for leadership.
Leadership Myths
In actuality, leaders who seek
group consent and strive to act
in the best interests of others
can be more effective (e.g.,
class president; court judge).

Leaders are positively influential
Leaders sometimes focus on fulfilling their own agendas at the
expense of others, including his/her own followers
(e.g., PolPot; Stalin).
Leaders who focus on
personal gain by employing
stringent and manipulative
leadership styles often
make a difference, but
usually do so through
negative means.

To inspire your workers into higher
levels of teamwork, you must:- be,
know and, do.
These do not come naturally, but are
acquired through continual work and
study. Good leaders continually improve
their leadership skills; they are NOT
resting on their laurels.
Good leaders are made not born.
Effective leader- desire and will power through a never ending
process of self-study, education, training, and experience.(Jago, 1982).
Leaders, Born or made?

Different situations however, call for different leadership styles.
Below are different Leadership styles for different situation
 Autocratic leadership
 Engagement as part of
Leadership
Participative or Democratic
Task-orientated
 Relationship-orientated
Servant Leadership

-a leader's way of providing direction, implementing plans, and
motivating people. Different situations however, call for different
leadership styles.
Autocratic leadership style
-may be most effective in an
emergency, with little time on
an agreement & where
designated authority has
more experience or
expertise:-

However, in a highly motivated and aligned team with a
homogeneous level of expertise, a more Democratic or Laissez-
faire style may be more effective.
The style adopted
should be the one most
effectively achieves the
objectives balancing
the interests of its
members.

-leadership style where all decision-making powers are centralized
in the leader, as with dictators.
Autocratic or authoritarian
Leaders do not entertain any
suggestions or initiatives from
subordinates.
The autocratic management
has been successful as it
provides strong motivation to
the manager.

Autocratic or authoritarian
It permits quick decision-making, as only one person decides for
the whole group.
Autocratic Leader keeps
each decision to him/herself
until he/she feels it needs to
be shared with the rest of the
group.

-is engaging leaders and members in understanding the existing
conditions and collectively assist in addressing them.
(4th Key practice in Four Key Leadership Practices for Leading in Tough Times)
Engagement as part of Leadership style
Reaching out to during difficult times
to understand concerns and interests
by openly and honestly conveying the
impact of the downturn on them and
their organizations, can provide a
solid foundation for retaining them
when things do turn around.

Engagement as part of Leadership style
Engagement as the key to Collaborative Leadership is also
emphasized in several programs.
Becoming an agile (able
to move quickly and easily)
has long been associated
with Engaging leaders
- rather than leadership
with a hands-off
approach.

This leadership style has also been called Shared leadership.
Participative or Democratic
The democratic leadership style
consists of the leader sharing the
decision-making abilities with
group members by;
 promoting the interests of the
group members and
 practicing social equality.
-consensus taking.

Task-oriented leadership is a style in which the focused is on the
tasks that need to be performed in order to meet a certain goal.
Task-orientated
Leaders are generally more
concerned with producing a
step-by-step solution for given
problem or goal, strictly making
sure these deadlines are met,
results and reaching target
outcomes.

Task-orientated
They are typically less concerned with the idea of catering to group
members, and more concerned with acquiring a certain solution to
meet a goal.
They typically are able to
make sure that deadlines
are met, yet their group
members' well-being
may suffer.

or People-oriented leadership is a contrasting style in which more
focused is on the relationships amongst the group.
Relationship-orientated
It is generally more concerned with
the overall well-being and satisfaction
of group members.
Relationship-oriented leaders emphasize
group communication, shows trust and
confidence in members, and shows
appreciation for work done.

Relationship-orientated
The focused is on developing the team and the relationships
in it.
The positives
-team members are more
motivated and have support,
however, the emphasis on
relations as opposed to getting a
job done might make productivity
suffer.

Agentic leadership
- derives from the term agency. This leadership style is generally
found in the organization business field by a person who is
respected by subordinates.
Agentic leadership
- demonstrates assertiveness,
competitiveness, independence,
courageousness, and is
masterful in achieving their task
at hand.

Session 2
Servant Leadership Styles-The best way to Lead.
- How to become a Servant Leader
- 10 Principles of Servant Leadership

Servant Leadership
Servant leadership is a management style in which you focus on
your team’s growth and well-being to put their needs first.
The theory is that instead of
employees and members
serving the leader, the
leader serves the
employees and members.
Servant Leadership Styles-The best way to Lead

Servant Leadership
This type of leadership believes that when their team members
feel personally and professionally fulfilled, they produce high-
quality work more efficiently and productively.
Employee satisfaction and
collaboration are important
concepts in servant
leadership. You can use this
leadership style in any type
of organization but it is
particularly popular within
nonprofit organizations and
faith walk organization.

Servant Leadership
Servant leadership is important in because it creates a work
environment in which people at all levels of your organization feel
respected, appreciated and valued.
Organization that follow a
servant leadership
philosophy tend to have
stronger work cultures with
high employee morale and
engagement.

How to become a Servant Leader
Follow these steps to help you develop the skills of a servant leader:

1. Lead by example
A servant leader should always lead their team by example. As a
servant leader, you should be willing to do anything that you ask
your team to do.
When your team members see
you are willing to put in the
same amount of work and effort
they do, it helps motivate them
to engage in their work and the
organization.

1. Leading by example
A sales team supervisor shows they are a servant leader by
always being willing to do the same work that they ask their team
members to do.
When their team is falling
behind on meeting their sales
goals, the supervisor
contributes by joining them on
the sales floor and helping
them reach their sales targets.

2. Show people why their job is important
When employees feel that what they do is important to the overall
success of the organization, they usually feel more empowered
and are willing to work harder to help it succeed.
You should try to make sure
your team members know why
the work they do is important
and how their work directly
affects the company’s overall
success.

3. Encourage collaboration and employee engagement
Servant leaders are also great at making their teams feel their voices
and opinions matter. When you take steps to encourage your team
to work together and suggest ways to improve the organization,
it shows them you care about
what they have to say and
appreciate their contributions.
This can motivate your team
to put forth their best effort to
produce higher-quality work.

Encouraging collaboration
The leader of a large call center encourages their customer
service associates to voice their opinions on how the company
can improve by holding regular small group sessions.
During these sessions, associates
are asked to share their opinions
about how the company can
improve their customer experience,
make the job of the associate
easier and what the management
team can do to improve leadership.

4. Help your team grow and develop
Servant leaders don’t only focus on being great leaders themselves
but are also interested in helping their team members become
great leaders.
You should encourage your
team to participate in
continuing education and
employee development
programs to help them
expand their knowledge and
skills.

4. Help your team grow and develop
You can encourage team members to take active leadership roles
during group projects.
If they know you are
committed to their
professional growth, they
are more likely to listen to
suggestions to help improve
their work.

5. Care for your team members personally
Another thing you can do to become a servant leader is to show
your team members you care about them on a personal level
Being empathetic and trying to
offer advice when you can help
create a more positive work-life
balance for your employees
and help them cope with
personal stress better.

5. Care for your team members personally
When your team feels that they matter as individuals and not just
as employees, they are more happy about coming to work and
producing quality work.
The company implements an
employee wellness program to
encourage healthy habits by
reimbursing gym memberships
and rewarding gift cards to
employees who get their annual
wellness checkups

6. Ask for feedback
Finally, servant leaders should always be looking for how they can
improve their own leadership and contribute to their team.
Encourage your team members to
provide feedback when they have
an improvement idea to succeed.
Make them feel empowered to give
with suggestions at any time and
regularly ask for feedback from
those who don’t naturally provide it.

Servant Leadership
Servant leadership is a style that can help you build strong teams
with members who are personally and professionally satisfied and
who contribute high-quality work that helps your company succeed.
In this article, we discuss
how a servant leader
manages,
10 principles of this
leadership style and how to
become one with examples

Effective Servant Leaders don’t just speak but listen to what their
team has to say.
They give others their full attention,
notice coworkers' nonverbal cues,
avoid interrupting them when speaking
and give constructive feedback.
By gathering observations and insight
from all team members, servant leaders
understand growth opportunities.

10 principles of servant leadership
Here are the 10 principles of effective servant leadership to help you
become a better leader:

10 principles of servant leadership
1. Listening
Communication is a two-way process and many leaders will be
very good at doing the talking but less so at listening.
Effective servant leaders are
able to listen intently and
respectfully to others and
act on the information they
receive.

2. Empathy
Effective servant leaders care about their team on a personal level.
They understand that when
their team feels happy and
fulfilled in their personal lives,
it contributes to success in
their professional lives.

They value others' perspectives and approach situations with
an open mind.
Because of this, servant
leaders make it a priority to
show team members they
care about them and try to
help them with personal
issues when they can.

3. Healing
Effective servant leaders understand the importance of fixing
problems before moving on to new goals and projects.
For example, your team may
have suffered a setback due
to a team disagreement.

3. Healing
To face the new challenges, the team needs to be able to heal
and come to an agreement first.
Servant leaders make sure
their team has the
knowledge, support and
resources to do their jobs
effectively,

4. Self-awareness
Effective servant leaders are aware of themselves and their teams.
Self-awareness is the ability to;
 look at yourself,
think deeply about your emotions
and behavior and
consider how they affect the
people around you.

In being self-aware, servant leaders accept and grow from
their own weaknesses.
Just as important is that as
leaders, they are aware of their
team’s individual strengths and
weaknesses to help them grow
and learn.

5. Persuasion
Effective servant leaders guide and persuade team members.
Where an authoritarian leader
might tell team members what to
do, a servant leader tells them why
it’s the best method or process.
They seek to convince the team as
a whole and build a consensus.

6. Conceptualization
Effective servant leaders can think beyond small tasks and
communicate larger goals and why they are important to their
teams.
They help their team
understand their roles and stay
motivated while focusing on
the organization long-term
objectives and goals.

7. Foresight
Effective servant leaders understand the importance of learning
from past mistakes and successes and using lessons learned to
productively evaluate present decisions
They identify what's happening
now and understand the
consequences of their
decisions and then help their
team do the same.

7. Foresight
They use tools like SWOT analysis to evaluate their current
situation and environment and SMART goals to plan ahead.
SWOT analysis
Strength, Weakness, Opportunity,
Treats to evaluate their current
situation and environment and
SMART goals
Specific, Measurable, Attainable,
Realistic, Time based
to plan ahead.

8. Stewardship
Effective servant leaders acknowledge and understand the
importance of their responsibilities.
They protect and uphold
the trust and confidence
given them in their role and
communicate this to their
team.

8. Stewardship
As a steward of their company’s assets and goals, they work hard,
arrive on time and are dependable.
They protect and uphold
the trust and confidence
given them in their role
and communicate this to
their team.

9. Commitment to growth
Effective servant leaders motivate their teams to grow.
They are committed to
helping their teams
develop professionally.

9. Commitment to growth
Servant leaders help their team members become leaders
themselves by leading by example and providing their team with
opportunities to grow and develop.
They also find out what
their employees’ personal
goals are and give them
projects or more
responsibilities to help
them achieve those goals.

10. Building community
Effective servant leaders encourage collaboration and engagement
within their organizations.
Team cohesion is an important
component of effective team
performance and servant leaders
emphasize this need greatly.
This is achieved through enhanced
trust and alignment of ambitions.

10. Building community
They provide opportunities for interaction through social events,
workspace design or by even opening meetings with non-work-
related conversations.
They value the opinions of
everyone on their team and
encourage them to share
those opinions and to
actively contribute to the
team regularly.

In recent years, Larry Spears, CEO of the Greenleaf Center for
Servant Leadership, has added two additional principles to Robert
Greenleaf’s original ten.
11. Calling
12. Nurturing the Spirit
Larry Spears, CEO of
the Greenleaf Center
for Servant Leadership

11. Calling
Servant leaders have a ‘calling’ to serve others and have a
natural and inherent desire to be a servant leader.
This could be considered
from a religious or spiritual
perspective, or from a born-
trait or socially constructed
perspective.

11. Calling
The idea of servant leaders having a calling is well aligned with
a values-based approach to leadership.
Do your followers or
employees believe that
you would sacrifice self-
interest for the good of the
organization and others?

11. Calling
Ultimately, servant leaders should adopt this approach because
they believe it is the right approach to take, not because they
should or because they are told to do so.
Servant leadership
should be authentic to
the leader’s natural
desire to lead using this
method.

Servant leaders understand people’s natural desire to contribute
to personally meaningful endeavours.
People want to be part of
something great, achieve
something amazing and
seek new ways to improve
themselves.

Servant leaders nurture the individual’s spirit through support,
encouragement and acknowledgement of achievements.
Rather than criticize, feedback is
constructive and is centered
around growth and enhancement
of the individual.
Identification of areas for
improvement is never overly harsh
or personal.

Servant leaders create a feeling of joy for the work being
undertaken and activities are celebrated through means;
-that acknowledge the
value of the employees’
commitment to
worthwhile endeavours.

Ultimately, the servant leader encourages others to reflect on
their successes and struggles,
- to learn from them and to
adopt the other servant
leadership principles
outlined above in this article.

Not Having The ‘Calling’
There is an implication that
servant leaders have an
inherent desire to serve and
that this style of leadership
comes naturally to them.
The Disadvantages and Criticisms of Servant Leadership?

Not Having The ‘Calling’
This may be case for some
leaders but for others they will
have to work on it.
This may be problematic when
the underlying ethos is centered
around the leader having the
‘calling’ to serve.
The Disadvantages and Criticisms of Servant Leadership?

Serving In The Wrong Organization
What Are The Disadvantages and Criticisms of Servant Leadership?
It can very challenging to adopt
a servant leadership approach
when you work in an
organization or industry which
does not share your belief in this
leadership model.

Serving In The Wrong Organization
What Are The Disadvantages and Criticisms of Servant Leadership?
If there is a mis-match between
your ethos towards leadership
and the ethos of the organization
you are working for you ability to
be effective as a servant leader
can be greatly diminished.

The Servant As Leader
However, servant leadership is different.
The servant-leader focuses on
the growth and well-being of other
people and to the communities
they belong to.
Traditional leadership are
typically concerned with the use
of power by the people at the top
of the organization

How Can You Develop Your Servant Leadership Skills?
Focusing on the principles outlined above is a good start but it is
more helpful to adopt some overarching qualities which pull all of
these principles together.
The qualities outlined by Ken
Blanchard in Heart of a
Leader should be considered
when aiming to develop a
servant leadership approach.

Session 3
Faith Walk Leadership ‘Heart of a Leader’ (Ken Blanchard)
building Relationship, Collaboration and Trust.
With insight and wisdom in choosing
values, aiming for:
 Excellence,
 Maintaining integrity,
 Finding the courage to change
and
 Helping others reach their
potential.

Millions have improved their leadership style and "people skills"
with Ken Blanchard in discovering the art of influence through;
103
‘The Heart of a Leader’
with insight and wisdom in
choosing values.

Ken Blanchard, the Chief Spiritual
Officer of The Ken Blanchard
Companies founded in 1979, with
his wife, Dr. Marjorie Blanchard.
Ken co-authored ‘The One Minute
Manager’ ® with Spencer Johnson,
that sold more than 13 million
copies in 25 languages.
Heart of a Leader by Ken Blanchard
A captivating and much sought-after speaker, he is cofounder
of the Center for Faith Walk Leadership.

And now Ken Blanchard helps
you understand and experience
the ‘art of influence’ by revealing
the greatest life and leadership
lessons in his rich career as an
educator and business leader.
105
INFLUENCE IS AN ART! - and it begins with the heart of a leader.
It's time to let your heart soar!

To be the benchmark for
leadership excellence on
best practices in supervisory
skills and leadership style
with integrity and excellence.
Vision
Heart of a Leader by Ken Blanchard

To benchmark best practices in leadership style with integrity
from the award-winning ‘One Minute Manager’ by Ken
Blanchard, aims to:
Mission
help Leaders get better result and
performance in supervisory skills and
leadership style for Faith walk
Leadership.

The Key to developing people is to catch them doing
something right…
Catching people doing things
right is a powerful tool in
leadership.
Unfortunately, most people
have a genius for catching
people doing things wrong!

Look here, What do you see?

People who produce good results feel good about themselves.
An effective leader will make it
a priority to help his or her
people produce good results in
two ways.
1) Make sure they know what
their goals are.
2) Do everything possible to
support ,encourage and coach
them to accomplish those goals

Praise Progress. It’s a moving Target!
When a good performance is
followed by something positive,
people naturally want to
continue in that behavior.
Do not wait until for exactly right
behavior before you respond
positively. Otherwise you might
wait forever.

Feedback is the breakfast of champions.
I firmly believe that providing feedback is the most cost- effective
strategy for improving performance and instilling satisfaction.
It can be done quickly.
It cost nothing, and it
can turn people
around fast.

When mistakes occur redirect the Energy.
When people make a mistake they usually know it. What they really would
like is advice on how they can avoid making the same mistake again.
That’s what redirection
is all about- Getting
peoples energy
refocused on the right
things..

• None of us is a smart as all of us.
This is the guiding principal of our team building work in
organizations. When I first caught the truth of this statement, it made
me relax tremendously as a leader.
I realized that I didn’t have to be
the only bright person in the
group. In fact, admitting my
vulnerability allowed me to ask
for help. Im convinced that any
problem can be solved if we
involved the resources we have
gathered around us.

When you stop learning, you stop growing
Organizations are being bombarded with change.
You would be wise to
make learning a top
priority and constantly
strive to adapt to new
circumstances

In life, what you resist, persist.
This can back fire later
when you find yourself
“dumping” in an
inappropriate way and at
exactly the wrong
moment.
If something is bothering you and you don’t deal with it, you are
gunny sacking your feelings, holding them inside.

In life, what you resist, persist.
It is also true that if you will deal with what is bothering you, the
problem often disappears in the very process.
Have you ever said,
“Im glad I got that off
my mind”?

Don’t work harder— work smarter
If you don’t take time out to think, strategize, and prioritize,
you will work a whole
lot harder, without
enjoying the benefits of
a job smartly done.

Nice guys appear to finish last, but usually they are running
in a different race
People today want what they want, and they want it right now.
A negative side effect of such impatience is poor decision-making.
Patience helps us to
realize that if we do what
is right—even if it costs
us in the short run—it will
pay off in the long run.

In managing people it is easier to loosen up than tighten up.
If you are not sure how much direction people need to do a task,
it’s always better to over supervise than under supervise in the
beginning. Why?
Because if you find your
people are better than you
thought, and you loosen
up, they will like you and
respond in a positive way.

In managing people it is easier to loosen up than tighten up.
It’s easier to start off tough and then be nice than to start off nice
and then get tough.
It’s easier to
loosen up than
tighten up.

What motivates people is what motivates people.
How do you know what motivation works with what employees?
Ask! Try asking something like,
“If you perform well, what
reward or recognition
could you receive that would
make you want to continue
to perform at a high level?”
It pays to ask this important
question.

If you want to know why your people are not performing well,
step up to the mirror and take a peek.
The main job of a leader is to help his or her people succeed in
accomplishing their goals.
When someone fails,
good leaders accept
responsibility for that failure.
And when people
accomplish their goals and
win, everyone wins.

The 5 Monkeys
•Take 5!
How Paradigm are formed

If you want your people to be responsible, you must be responsive.
People look to leaders for direction. But once goals are clear,
your role as a leader changes.
Your job become one of the
working with your people rather
than having them work for you.
Being responsive to your
people’s needs sets them free
to be responsible (able to
respond) for getting the job
done.

It’s more important as a manager to be respected than to be
popular.
Are you willing to push your people—whether it’s a group of middle
managers or a Cub Scout pack—beyond their comfort zone in order
to achieve excellence?
They might not like what
you ask of them, but they
will remember you as a
leader they respected.

People with humility don’t think less of themselves, they just
think of themselves less.
A great rule for doing business today is: Think more about your
people, and they will think more of themselves.
And don’t act like you are perfect.
Leaders need to come from
behind their curtains of
infallibility, power, and control,
and let their “very good” side—
their humanity—be revealed.

People with humility don’t think less of themselves, they just
think of themselves less.
Folks like to be around a
person who is willing to
admit his or her
vulnerability, asks for ideas,
and can let others be in the
spotlight.

Never, never, never, never . . .give in.
Persistence means sticking to your guns.
It’s keeping your
commitment and making
your actions consistent
with your word. It’s all
about;
“walking your talk.”

Trying is just a noisy way of not doing something
Many people are interested rather than committed. They talk about
trying to do something, rather than actually doing it. They make lots
of noise, but fail to follow up.
An interested exerciser
wakes up in the morning to
rain and says, ”I think I’ll
exercise tomorrow.”
A committed exerciser
wakes up raining and says,
”I better exercise inside!”.

• Love is being able to say I’m sorry.
My mom always said, ‘‘There are two statements that people don’t
use enough that could change the world:
“Thank” you and “I’m sorry”.
If as a leader you can give up
being right and learnt to
apologize for your mistakes,
your organization will be a lot
better place for people to work.
Thanks mom!.

Without a change in your behavior, just saying “I’m sorry” is
not enough.
Saying “I’m sorry” is just the first step in an effective apology. The
only way you can demonstrate that you are really sorry is by
changing your behavior.
That way the people you
have harmed know that you
are committed to not
repeating the mistake.
Talk is cheap—it’s your
behavior that matters

Take what you do seriously but yourself lightly.
Today’s leaders must relearn the value of a smile or they will be
unable to fire up the ability of their people to find real enjoyment
in their work.
So start thinking smiles until
you become a smile
millionaire.
People will be glad to see
you coming.

Perpetual prosperity comes to those who help others.
Money making is about what you can get. Perpetual prosperity is
about what you can give.
.
Success at the
money level is about what
you can achieve.
Perpetual prosperity is
about how you can serve.

Perpetual prosperity comes to those who help others.
There are lots of good reasons to earn money, but some people
seek money because of the power and status it will give them to
control events and other people.
When we reach out to help
someone else, we often get
more back in return. That’s
not why we help people;
that’s just how it works
sometimes.

Think Big! Act Big! Be Big!
Be your own best friend and believe in yourself.
Don’t wait for
someone to do it for
you. Cheer yourself
on. Write your own
pep talk. It works.

Real communication happens when people feel safe.
Find ways to convince your people that you see them all as either
winners or potential winners and you mean them no harm.
When you do, you will
find that communication
within your organization
is greatly enhanced.

All good performance starts with clear goals.
An important way to motivate your people is to make sure they
know where they are going.
See that each person’s
goals are clearly defined
and that he or she knows
what good performance
looks like.

All good performance starts with clear goals.
This will give them a
clear focus for their
energy and put them on
the road to becoming
high-performing,
empowered producers.

Managers vs Leaders
•Take 5!

Different strokes for different folks.
So what is the best leadership style? A “participative” style
–listening to your people and involving them in decision making?
Or a “directive”
leadership style –until
their knowledge and
skills mature?

Different strokes for different folks.
The best leadership
style is the one that
matches the
developmental needs
of the person with whom
you’re working.

If God had wanted us to talk more than listen, he would have
given us two mouth rather than two ears.
When you ask people about the best leaders they ever had, one
quality is always mentioned. --
-they are good listeners.
Test the power of
listening by talking time
to listen and focus on
others

Vision is knowing who are you, where you’re going, and
what will guide your journey.
During times of growth, change, opportunity, or uncertainty,
vision points us in the right direction.
Collectively and individually,
we need a significant
purpose, clear values, and a
picture that shows us what
these look like when we are
living them consistently.

Vision gives meaning to
our lives and provides
direction.
It helps us get focused, get
energized, and get great
results.
Vision is knowing who are you, where you’re going, and
what will guide your journey.

Vision is a lot more than putting a plaque on the wall.
A real vision is lived, not framed
It’s one thing to identify your vision. It’s another to make it happen.
You can’t just go out and
announce a vision and expect
everyone to immediately
understand it or agree to it.
You have to be willing to allow
others to help shape it.

When a vision is shared, it is easier to hold each other accountable
for behaving consistently with it.
Vision is a lot more than putting a plaque on the wall.
A real vision is lived, not framed
If you ignore the behavior of
others who are not acting
consistently with the vision, you
threaten the trust and commitment
of people who are.
It takes courage to create a vision,
and it takes courage to act on it.

If you don’t seek perfection, you can never reach excellence.
People’s expectations has a great deal to do with the results they
achieve.
The philosophy is that if you’re
shooting at a target, you’re
better aim at the bull’s-eye, as if
you miss it, the chances are
you’ll still be on the target.
If you aim just for the target and
miss, you’re nowhere.

Take responsibility for making relationships work.
Ask yourself, your love relationship, your children, your boss, your
co-workers, your direct reports, and your friends.
If you want the relationship to
work, then take personal
responsibility to make it work.
Forget the word “trying.”
Trying is just a noisier way of Not
doing something.

A river without banks is a large puddle.
Don’t send your people off on their own with no experience and then
punish them when they make mistakes.
Like the banks of a river, boundaries
have the ability to channel energy in
the right direction.
Establish clear boundaries that will
free them to make decisions, take
initiative, act like owners, and stay on
track.

Your game is only as good as your practice.
It takes concentration and unyielding commitment to continuous
improvement .
That means day- to-day
coaching setting clear goals,
letting people perform, observing,
and then praising progress or
redirecting efforts.
“You can’t coach from the press
box,” You have to be on the field.”

You get from people what you expect.
Whenever we talk about the power of catching people doing
things right, we hear:
“Yeah, right?” If so,
perhaps you should take a
look at your expectations
for that person and see if
he or she isn’t currently
living to them.

Never punish a learner
When a learner makes a mistake, be sure that he or she knows immediately
that the behavior was not right.
Place the blame on yourself
by saying,
“Sorry, I didn’t make it clear.”
Then patiently redirect by
reviewing the assignment.

Never punish a learner
If possible, demonstrate what a good job looks like.
Observe the learner’s
new behavior in the
hope of catching him or
her doing some-thing
approximately right and
praising progress

Think out of box dilema
•Take 5!

People are okay, it’s their behavior that’s a problem sometimes
People sometimes ask, “Why reaffirm someone you’re upset
with?” Reaffirming is important, because;
- you want the person to walk
away thinking about correcting
the wrong behavior rather than
how he or she has been mis-
treated or misunderstood.
“You want to get rid of the
behavior rather than the person”

Consistency isn’t behaving the same way all the time
Consistency does not mean behaving the same way all the time.
It actually means behaving the same way under similar
circumstances. I believe in praising people, but;
I also know that if you praise
them when they are
performing well and also
when they are performing
poorly,
you are sending them an
inconsistent message.

Consistency isn’t behaving the same way all the time
Good performance should always be treated differently than
poor performance.
When you respond to your
people in the same way
under similar circumstances,
you give them a valuable
gift—the gift of predictability.

The only job security you have today is your commitment
to continuous personal improvement
You must make up your mind to control your circumstances by
means of continuous personal improvement.
The sign on your bathroom
mirror should say, “Getting
better all the time.”
“Today have to be better than
yesterday and tomorrow have
to be better than today!”

Share the cash, then share the congratulations.
You can pat your people on the back and congratulate the mall
you want, but if you’re not taking care of their need for cash,
these praising won’t ring true.
A large segment of our
population is hurting
financially.
So remember, if you want to
build credibility, the rule is:
first cash, then
congratulations

There is no pillow as soft as a clear conscience.
The number one characteristic in a leader is integrity. Meeting
people with a clear conscience puts you at ease and allows you
to concentrate on doing your best work.
When you deal straight with
people, they sense that they
can trust you.
And when you lie down at
night, your clear conscience
makes a wonderfully soft pillow.

Its surprising how much you can accomplish if you don’t
care who gets the credit.
Sharing credit is all about self –esteem.
People who have to get all
the credit and act like they
are the only ones who count
are actually covering up
their “I don’t count” feelings.

Suppose tomorrow you are stuck by a lightning bolt that increases
your self esteem by 100%.Would you act differently?
Sure you would.
Would you be willing to
share credit with your
people? Of course.
Would they perform better
as a result?
You had better believe it.
Let’s hope for some
lightning bolt.

Positive thinkers get positive results because they are
not afraid of problems.
“Don’t you think life would be better if we had fewer problems?”
“I’ll be happy to take you to
the Thai Memorial in Khu
Khot sub-district because the
only people we know who
don’t have any problems are
dead!”

”In fact, if you really insisted that you had no problems, you
would better immediately race home, go straight to your
bedroom, slam the door, then get down on your knees and pray:
“What’s the matter, Lord?
Don’t You trust me anymore?
Give me some problems!”

Am I a servant leader or a self-serving leader?
One of the quickest ways you can tell the difference between a
servant leader and a self-serving leader is how he or she
handles feedback,
-because one of the biggest
fears that self-serving leaders
have is to lose their position.
Self-serving leaders spend
most of their time protecting
their status.

If you give them feedback, how do they usually respond?
Negatively. They think your feedback means that you won’t
want their leadership anymore.
Servant leaders
embrace and welcome
feedback as a source of
useful information on
how they can provide
better service.

Get your ego out of the way and move on.
The minute you decide to be part of a team, you’re going to lose
some things and gain some things.
What you’re going to gain is
synergy- one plus one
equals more than two.
What you’re going to lose is
getting your ideas
automatically accepted.

Get your ego out of the way and move on.
If you’re going to be part of a winning team, you have to be willing
to accept some losses.
Fight for your ideas
certainly. Try to convince
others.
But if they can’t or won’t buy
into your thinking, it’s time
to take a deep breath and
let go.

New today, obsolete tomorrow.
Things are happening so quickly today that it’s almost impossible
to be a “know it all” anymore.
These days, within a year,
most leaders know far less
than their people about what
they do.
Not admitting this can lead to
real problems..

One of the most ingratiating things you can do with your people
is to admit your ignorance or vulnerability.
Once done,
this opens the door for
others to share their
expertise, and for you to
become a cheerleader,
supporter, and encourager.

Leadership is not something you do to people. It’s something
you do with people.
When you share your
leadership strategy with your
people, they not
only understand what you
have in mind but they can
give you helpful feedback.

True servant leaders want feedback because they are anxious to
know whether their interactions with their people are helpful and
effective.
So don’t do
leadership
to people,
do it with them.

The Pencil Parable
•Take 5!

Managers vs Leaders
Take 5!
Relax &
Watch!

Faith Walk Servant LEADERSHIP.ppt

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