HYSEA_ Leadership Skills 26 JUNE 2004
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Transcript of HYSEA_ Leadership Skills 26 JUNE 2004
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Shades of Grey
Talking to computers and talking to people
THE PHANTOM TRIANGLE
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The Building Blocks Of Skills
Easier to
Change
Intelligence
Personality
Traits and
Preferences
Knowledge Experience
Skills/
Competencies
Values
Interests
Motives/Goals
More
difficult to
change
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BASIC
LEADERSHIPSKILLS
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LEARNING FROM EXPERIENCE
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Creating opportunities to get Feedback.
Taking a 10 percent stretch.
Learning from others.
Keeping a Journal.
Having a Development Plan
Learning from Experience
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COMMUNICATION
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Communication is the
currency of leadership
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Intention Expression Reception Interpretation
NewIntentions
Feedback
Did you communicate what you intended?
History of prior communications
Context of relationships and common practices
Concurrent events.
Communication
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It is a luxury to be
understood
R W Emerson
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ASSERTIVENESS
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Assertiveness
Use I Statements.
Speak Up for What You Need
Learn to Say No
Monitor Your Inner Dialogue
Be Persistent.
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FEEDBACK
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Communication -
Johari Window Model
Blind Spot
Facade Unknown
Arena
Known to
SelfUnknown
to Self
Unknown toOthers
Known to
Others
Feed Back
E
xp
o
s
u
r
e
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Providing Constructive Feedback
Make it helpful
Be specific
Be descriptive Be timely
Be flexible
Give positive as well as NegativeFeedback
Avoid blame or embarrassment.
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MANAGING EXECUTIVE
STRESS
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Guidelines for Effective Stress
Management Monitor your own and your followers stress
levels.
Identify what is causing the stress.
Practice a Healthy lifestyle
Learn how to relax
Develop supportive relationships
Keep things in perspective
The A-B-C model.
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Building Technical Competence
Determining how the job contributes to
the overall mission.
Becoming an expert in the job.
Seeking opportunities to broaden
experiences.
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RELATIONSHIP MANAGEMENT
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Building Effective Relationships
with Superiors
Understanding the Superiors
World.
Adapting to the Superiors Style.
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Building Effective Relationships
with Peers
Recognizing common interests and
goals.
Understanding Peers Tasks, Problems
and Rewards
Practicing a theory Y attitude.
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GOAL SETTING
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Setting Goals
Goals should be specific andobservable.
Goals should be attainable butchallenging
Goals require commitment Goals require feedback.
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REWARDS & PUNISHMENTS
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REWARDS
Monetary Rewards
Non-monetary Rewards
Administration of Rewards
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TIME MANAGEMENT
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TIME MANAGEMENT MATRIX
Urgent Not UrgentI.ACTIVITIES:
Crises
Pressing Problems
Deadline-driven projects
II.ACTIVITIES:Prevention,
PC activities, Relationshipbuilding, Recognizing newopportunities, Planning,recreation
III. ACTIVITIES :
Interruptions, somecalls, Some mail, some
reports, some meetings,Proximate, Pressingmatters, Popularactivities
IV.ACTIVITIES:
Trivia, busy work
Some mail, Some phonecalls, time Wasters,Pleasant activities.
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Urgent Not Urgent
I II
III IV
20-25%
25-30%
65-80%
15%
15%50-60%
Less than 1%2-3%
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80%
of
effort80%
of
results20% of
effort
20% of
results
The Paretos Principle
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Good Time Management can:
give you more time to do what youwant
improve your availability
improve your decision-making
improve your health
improve your productivity, efficiency,effectiveness
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Make you easier to live with
make you easier to work with
make you feel more relaxed
minimize the risks you take
reduce stress
and a lot more besides!
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MEETINGS
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Conducting Meetings
Determine whether it is necessary
List the objectives
Stick to the agenda
Provide pertinent materials in advance
Make it convenient
Encourage participation
Keep a record.
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ADVANCED
LEADERSHIPSKILLS
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DELEGATION
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Principles of Effective Delegation.
Decide what to delegate
Decide whom to delegate to
Make the assignment clear and specific Assign an objective, not a procedure
Allow autonomy but monitorperformance.
Give credit not blame.
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CONFLICT MANAGEMENT
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CONFLICT MANAGEMENT
Possible Effects of ConflictPositive Effects of Conflict
Increased effort
Feelings get aired Better understanding of others
Impetus for change
Better decision making
Key issues surfaced
Critical thinking stimulated.
Negative Effects of Conflict
Reduced productivity
Decreased communication Negative feelings
Stress
Poorer decision making
Decreased cooperation
Political back-stabbing
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.
..
.
.
Assertive
Uncooperative Cooperative
Partys desire to satisfy others concern
Avoidant
(Neglect)
Sharing
(Compromise)
Competitive
(domination)Collaborative
(Integrate)
Accommodative
(appeasement)
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PROBLEM SOLVING
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Problem Solving
Identifying problems or opportunitiesfor improvement.
Analyzing the causes. Developing Alternative Solutions.
Selecting and Implementing the Best
Solution
Assessing the Impact of the Solution.
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CREATIVITY
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We want people who get up every
morning with passion about
f inding a better way; f inding from
their associates in the off ice,f inding from another company, we
are constantly on the search
Jack Welch, GE
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Improving Creativity
Seeing things in new ways
Using power constructively
Forming diverse Problem Solving
Groups.
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PERFORMANCE MANAGEMENT
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Diagnosing Performance Problems in
Individuals, Groups and Organizations.
Expectations
Capabilities
Opportunities
Motivation
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TEAM BUILDING
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A rationale for individual, interpersonal, team and
organizational training.
1. INDIVIDUALWhat do I bring to and needfrom the group?
STOP
2. INTERPERSONAL
What do you bring to andneed from the group?
STOP
3. TEAM
What will we do? STOP
4. ORGANIZATION
How will we organize andcreate?
STOP
Synergy
Productivity
Creativity
SpontaneityFeedback
Trust
Acceptance
Fear and
Mistrust
Caution and
Polite Facade
Competition
and Apathy
Dependence/Counter-Dependence
The high performance team model
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The high performance team model
TEAM IMPACT
Power
Participation
Commitment
People
Capabilities
Practices
Clarity
Task
Empowerment
Teamwork
Purpose
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High performance stems from
br inging together the r ight mix of
brain power on complicated
problems and the collectivecommitment to results that flow
from effective team work andproject management
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DEVELOPMENT PLANNING
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Development Planning
Conducting a GAPS Analysis
Identifying and Prioritizing DevelopmentNeeds: Gaps of GAPS
Bridging the Gaps: Building a DevelopmentPlan
Reflecting on Learnings: Modifying
Development Plans Transfer Learnings to New Environments.
Goals Abilities:
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Goals:
Where do you want to go?
Abilities:
What can you do now?
Step 1: Career Objectives:
Career strategies
Step 2: What strengths doyou have for your career
objectives?
Step 3: What developmentneeds will you have toovercome?
Standards: What does yourboss or the organizationexpect?
Perceptions:How do others see you?
Step 4: 360 and Performance
Review Results, and feedback
from others:
Boss
Peers
Direct Reports
Step 5: Expectations:
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CREDIBILITY & TRUST
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Credibility
The two components of Credibility
Building Expertise
Building Trust
Expertise x Trust
Leaders know that while their position may give them authority,
their behavior earns them respect. Leaders go first. They set an
example and build commitment through simple, daily acts that
create progress and momentum.
Jim Kouzes and Barry Posner
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COACHING & MENTORING
Coaching
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g
Forging a Partnership
Inspiring Commitment: Conducting a GAPS Analysis
Growing Skills: Creating Development and Coaching Plans
Promoting Persistence: Helping Followers Stick to their
Plans
Transferring Skills: Creating a Learning Environment
Concluding Comments.
People who are coaches will be the norm. Other people wontget promoted.
Jack Welch, General Electric, CEO
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MENTORING
Mentoring
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Mentoring
Mentoring is a process in which one person (Mentor) is
responsible for overseeing the career and development ofanother person (Mentee) outside the normal Manager/
Subordinate relationship
OR
Mentoring is a protected relationship in which learning
and experimentation can occur, potential skills can be
developed, and in which results can be measured interms of competencies gained rather than curricular
territory covered.
THE 10 MENTOR COMPETENCIES
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Self-awareness(understanding self)
Behavioral awareness
(understanding others)
Goal clarity
Interest in developing
others
Sense of
proportion/ humor
Communicating
Conceptualizing
Business/professional
savvy
Committed to
own learning
Relationship
management
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EMPOWERMENT
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EmpoweredEmployees
UnempoweredEmployees
Self-determined
Sense of meaning
High competence
High influence
Other-determined
Not sure if what they
do is important
Low competence
Low influence
The empowerment continuum
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Six Best Practices of Empowerment
Do we really want or need empowerment? Creating a clear Vision, Goals and
Accountabilities
Developing others Delegating decision making to followers
Leading by Example
Empowerment must be systemic to besuccessful
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Win/Win Agreement
Helpful Structureand Systems
EmpowermentControl Character
Skills
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When the Master governs, the people are
hardly aware that he exists. Next best is aleader who is loved. Next, one who is
feared. The worst is one who is despised. If
you dont trust the people, you make themuntrustworthy. The Master doesnt talk, he
acts. When his work is done, the people say,
Amazing: we did it, all by ourselves!
Lao-tzu
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The greatest thing a human soul
ever does in this world is to seesomething, and to tell what it saw in
a plain way. Hundreds of people can
talk, but only one can think. And for
every thousand people who can
think, only one can see.John Ruskin
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PERSONAL
LEADERSHIP
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Two Views of Leadership
POSITION LEADERSHIP:Leadership as a formal requirement of
position within an organization.
PERSONAL LEADERSHIP:
Personal qualities that make a positive impacton other people - regardless of the position.
Position Leadership: A formal requirement of
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Position Leadership: A formal requirement of
the organization.
Executive:Strategic Leadership
Mid-Managers:Team
Leadership
Supervisors:Task
Leadership
Characteristics of Position Leadership:
Required by the Organization.
Expected by Subordinates
Basis for Effective Job Performance.
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Personal Leadership: Personal qualities that make
an impact on the organization.
Characteristics of Personal Leadership:
Personal qualities inherent in person.
Goes beyond job responsibility.
The extra something that enables people to
stand out beyond ordinary levels ofeffectiveness.,
The Leadership Challenge
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The Leadership Challenge
Outer World
Inner World
Beliefs
Perception
Emotions.
Behaviors
Leadership is the ability to effectively impact the world
around you in a way that is valued by others. Effective
outer behaviors are rooted in inner strength. Your abilityto deal effectively with outer reality is directly related to
what you experience in your inner reality.
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The four-fold path to Personal Leadership
1. AWARENESS: A leader must be accuratelyaware of:
what is occurring around him.
What he is experiencing within him.Determine if he has sufficient inner strength to faceouter challenges.
2. CHOICE: A leader knows that he always has achoice in whatever he does. To have choice, he alsohas to accept responsibility for every thing he does.
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3. ENGAGEMENT: After choosing, the
leader takes the necessary actions to realizehis choice.
4. LEARNING: A leader knows that he will
have more information available to himafter he acts. He uses the information he
has gained to increase his understanding of
himself and his knowledge of the world.
Awareness
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Awareness
the way of
Healer
Discipline
- way of
Warrior
Choice-way of
Visionary
Knowledge- way of
Teacher
HEALER/VICTIM
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Blames
Dramatizes
PersonalizesWithdraws
VISIONARY /DAY
DREAMERS
Unfocused
Scattered
Avoids current needs
Private dream worldWARRIOR/TYRANT
Tunnel Vision
Creates Chaos
Rebels
Aggressiveness
TEACHER/
CRITIC
Rigid
Controlling
Pedantic
Judgmental
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EMOTIONAL INTELLIGENCE -
LEADERSHIP COMPETENCIES
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SELF AWARENESS
Emotional self-awareness
Accurate self-assessment
Self Confidence
SELF MANAGEMENT
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SELF MANAGEMENT
Self Control
Transparency
Adaptability
Achievement
Initiative
Optimism
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SOCIAL AWARENESS
Empathy
Organizational awareness
Service
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RELATIONSHIP MANAGEMENT
Inspiration
Influence Developing
others
Change catalyst
ConflictManagement
Teamwork andcollaboration
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POSITION
PERMISSION
PRODUCTION
PEOPLE DEVELOPMENT
PERSONHOOD
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MULTIPLY
MENTOR
MOTIVATE
MODEL
LEVEL 5 EXECUTIVE
B ild d i t th h d i l bl d f l
Level 5
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Builds enduring greatness through a paradoxical blend of personalhumility and professional will
EFFECTIVE LEADER
Catalyzes commitment to and vigorous pursuit of a clear andcompelling vision, stimulating higher performance standards.
COMPETENT MANAGER
Organizes people and resources toward the effective and efficient
pursuit of pre-determined objectives.CONTRIBUTING TEAM MEMBER
Contributes individual capabilities to the achievement of groupobjectives and works effectively with others in a group setting.
HIGHLY CAPABLE INDIVIDUALMakes productive contributions through talent, knowledge, skills,and good work habits.
Level 4
Level 3
Level 2
Level 1
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Level 5 leaders channel their ego needs
away from themselves and into the larger
goal of building a great company. Itsnot
that Level 5 leaders have no ego or self-
interest. Indeed, they are incredibly
ambitious - but their ambition is first and
foremost for the institution, not
themselves.
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HUMILITY + WILL = LEVEL 5
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The Leaders Mission - A New Model
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Building community
Leadership
e eade s ss o New ode
The Personal Growth Map
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Terra incognita
Terra Cognita
Heart
Mind/
spiritBody
Community Organization
Family/ friendsOthers
Self
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Thank You !!!