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LEADERSHIP DEVELOPMENT PROGRAM
“We are what we repeatedly do. Excellence is not an act, but a habit.” - Aristotle
‘THE LEADER IN ME’’
Create a vision – a common ground
Appreciative inquiry
Key factors of leadership
“Be an action oriented leader not a preaching one”
Presentation objective
Appreciative Inquiry
Discovery—identifying existing strengths
Dreaming—describing the best possible future imaginable
Designing—a plan for change
Destiny—implementing the plan to realise the dream
“The ageless essence of leadership is to create an alignment of strengths in ways that make a system’s weaknesses irrelevant.” —Peter Drucker
SADGLAD BAD
Intentional Change
Discerningyour ideal self
Discovering your real self
Crafting yourLearning agenda
Experimentingand practicing
Identify in your strengths and gaps
Managerial GridC
on
cern
fo
r p
eo
ple
High
9 (1,9) (9,9)
8
7 Country clubTeam Leader
6
5 (5,5)
4
3 ImpoverishedAuthoritarian
2
1 (1,1) (9,1)
Low 1 2 3 4 5 6 7 8 9 High
Concern for Production
Blake and Mouton’s Managerial Grid
“Most organizations "and communities “are over managed and under led.”
Steven Covey
“leadership is about what you do, not what you know”By: [email protected]
that make you feel appreciated?
that made you feel appreciated?
that taught you something worthwhile?
Leadership defined
The skill of influencing people to work enthusiastically toward goals identified as being for the common good.
GREAT LEADERSHIP
ENGAGEMENT
RESULTS
‘Before you decide to lead others, lead yourself first’
Leadership Imperative
MODEL THE WAY CHALLENGE THE PROCESS
ENABLE OTHERS TO ACT
ENCOURAGE THE HEART
VISIONING
5 Practices of Exemplary Leadership
Envision the future – forward looking
Enlist others in the common vision
Inspire a shared Vision
Clarify your personal values
Set the example
Do what you say you will do
Clarify organisational values
Clarify personal values
‘It is easier to develop your strengths than to develop your weaknesses’
Model the way
Search for opportunities to innovate and improve
Experiment and take risks – learn from mistakes
Challenge the Process
People who feel any Negative emotions People who feel key positive emotions
Engaged
Partial
Disengaged
Partial
Disengaged
Engaged
Disinterested10%
Irritated12%
Uncomfortable10%
1%
Bored
Apathetic
Insulted
UpsetManipulatedIntimidated
Vulnerable
Anxious
3 emotions that drive disengagement
Inspired
Enthusiastic
Empowered
Confident
Valued Employee Engagement
The power of positive emotions
Employee Engagement
Customer Experience Market leadership
1. Create a Culture that encourages engagement
2. Measure employee engagement
3. Develop action plans that developEmployee engagement
4. Hold people accountable for building engagement
5. Reward those who demonstrate progress in building engagement
TRUST
Employee
Fairness Respect
Relationship with other employees Relationship with your job
Credibility
Relationship With Mgmt
PrideCamaraderie
TRUST
Thanking
Caring
Developing
Inspiring
Hiring
Celebrating
Sharing
Listening Speaking
Give their Personal BestWork together as a team/ family By: [email protected]
Recognize contribution
Celebrate the values and victories
Encourage the heart
• Companies lose $350 billion a year because of employee disengagement (World wide)
• Seven out of ten employees are not fully engaged in the workplace
• They exhibit negative behaviors and undermine the accomplishments of their coworkers
• Decreased output and a rise in accidents, absenteeism and staff turnover.
• These employees can carry their discontent outside, damaging the organization’s reputation
with customers and potential future hires
• Sixty-nine percent of disengaged employees would move to a new employer for as little as a
5% pay increase
• It would take a 20% increase in salary to attract an engaged employee
• To recruit and train a replacement worker at 150% of salary, including lost productivity
Global employee case
Leadership communication
One kind word can warm three months
Stop talking, Listen
Create a SpaceHold Your Judgments
Don't Be a Label ReaderOpen Your Mind
FocusVisualizeRemember NamesQuestions
Be Aware
20%
80%
00
Speakers
Listeners
Exceptional Communicators
65%
28%
7% 0
Communication
NVC
Tonality
Words
50%
10%
40%
During a presentation
Visual
Words
Tonality
Don’t Mind read
Mental Maps of Others
Visuals Auditories Kinesthetic
brightbird's eye viewcatch a glimpseclearcolorfulenvisageflashfocushazyhighlighthorizonillustratein light oflookmake a scenenoticeobserveperceiveperspective
askcall ondiscussexpresshearinquireloudlistenmentionnoisyoutspokenquietpronounceringsaysoundspeaktalktell
affectboils down toburningclumsyconcerndulleuphoricfeelfirmgrabhandlehardhitimpressintuitknowpressurerelaxroughBy: [email protected]
Management by Leadership - Jack Welch
LEAD MORE, MANAGE LESS
1. Lead2. Manage less3. Articulate your vision4. Simplify5. Get less formal
BUILD A WINNING ORGANIZATION
11. Get rid of bureaucracy12. Eliminate boundaries13. Put values first14. Cultivate leaders15. Create learning culture
HARNESS YOUR PEOPLE
16. Involve everyone17. Make everybody a team player18. Stretch19. Instill confidence20. Make business fun
BUILD THE MARKET-LEADING COMPANY
24. Live speed25. Behave like a small company
6. Energize others7. Face reality8. See change as an opportunity9. Get good ideas from everywhere10. Follow up
21. Be number 1 or number 222. Live quality23. Constantly focus on innovation
A giant ship engine that failed could not be repaired, even by the best experts. Fed up the owners called an old man who had many years of experience.
The old man came and saw around the ship. He observed and gently tapped something, and the engine started.
After some working days the owners received a bill of Rs 10,000/-.
The owners were angry because he had hardly done anything and asked for an itemized bill.
The old man sent it; Rs 2 for tapping and Rs 9998/- for knowing where to tap.
Knowledge is having the right answer.
Intelligence is asking the right question
Reference books on Leadership
Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins
The Mission, The Men, and Me: Lessons from a Former Delta Force Commander by Pete Blaber
Once An Eagle by Anton Myrer
Jack: Straight from the Gut by Jack Welch
How to Win Friends & Influence People by Dale Carnegie
Lateral Thinking: Creativity Step by Step (Perennial Library) by Edward De Bono
The One Minute Manager by Ken Blanchard
The Art of War by Sun Tzu (5th century B.C.)
Silent Leadership by David Rock
Primal Leadership by Daniel Goleman
