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Setting the agendaTaking others with youDoing it the right way
Source: Cacioppe
What products and services should we offer and not offer?
What markets and types of customer should we service and not service? How are we going to win?
Source: Cokins
Creative skills to generate new ideas Analytical skills to evaluate which ideas are good ones Practical skills to implement the ideas and to persuade others of their value
Wisdom Intelligence Creativity
Source: Robert Sternberg
Flexible and adaptable Committed to making a difference Communicates with impact Clear service orientation Clarity Intellectually robust Constantly extends business knowledge Recognises the need for change, creates new directions Strong self regard Acts with integrity Brings out the best in people
Task needs - goal, purpose and objectivesGroup needs - cohesion, harmony and structureIndividual needs - power, status, recognition and achievement
John Adair
Curiosity Creativity Commitment
Set direction Focus on results Influence others Develop people
Source: Michael Pepe
Builds a collaborative environmentInsists on a culture of personal accountabilityDemands focus on critical issues and processesDevelops ad implements robust processes
Source: Malone
Set directionFocus on resultsInfluence othersDevelop people
Source: Pepe
How do you learn? Do you face reality? Do you watch and listen? Are you willing to improve?
Source: Tichy and Bennis
Speak the truth when it needs to be heard Encourage debate and different opinions Listen well Accept failure is a possibility
Larraine and Segil
Stable and fixable Complex with different patterns Chaotic with no sure outcomes Terrifying – challenging and hopeful
Source: Robert Terry
Alienated Conformist Passive Exemplary
Inviting Interpreting Integrating Institutionalising
Leaders can: Focus their own attention Attract the right attention to themselves Direct the attention of those that follow them Maintain the attention of their customers and clients
Source: Beck and Davenport
Dealing with uncertainty Knowing customers Balancing tensions Appreciating diversity
Source: Pepper
Trait approaches Situational approaches
Power/influence approaches Behavioural approaches
Source: Rowden
Precedence Pre-eminence Prescription Priority
Source: Joy Klagge
Service-offering basedNeeds-basedRelationship-basedTrust-based
Level of difficulty
Competitive advantage from difficult learning
Low Low
High
HighValue to the organisation
High difficultyLow value
High difficulty High value
Low difficultyhigh value
Low difficultyLow value
Concurrency Collectivity Collaboration Compassion
Source: Joseph Raelin
Followers Sources of authority Types of organisation
Organisation culture or climate
Source: Brian Cawthray
Not enough heart Over-evaluation Misunderstanding Faulty implementation
Source: Ann Howard
Focus
The focus-energy matrix
LowLow
High
HighEnergy
Disengagement Purposeful
DistractionProcrastination
DirectiveSupportiveParticipativeAchievement oriented
Source: Brown and Thornborrow
Charisma Intellectual stimulation Individualised consideration and influence Inspirational motivation
Bass
You are your own best teacher Accept responsibility, and blame no-one You can learn anything you want to learn True understanding comes from reflecting
on your experience
Individualised considerationIntellectual stimulationInspirational motivation
Idealised influence
Source: Coad and Barrie
DiscoverDreamDesignDeliver
Source: Liz Mellish
CommunicationClear decision rightsA lock on the back door
A shared spotlight
Source: Bennett and Miller
True respectAn ego in checkAn eye for execution
Coaching and co-ordination skills
Source: Bennett and Miller
TraditionalistsCatalystsVisionariesTrouble shooters/negotiators
Source: Stuart
Hannabuss
E nvisionE nable
E mpower E nvisage
Personal insight Resourcefulness Courage and self beliefSkilled risk takingForesight Source: Jan King
Vision Control Power Narcissism Altruism
Seeking understanding and maintaining curiosityUsing help and showing humilityHaving a sense of perspective and balance to lifeShowing generosity and giving creditWinning wars not ‘just’ battles
Source: Patricia Wallington
Walks the talkSee strengthsApproaches others with unconditional positive self regardPositively influences conversations and relationshipsCreates an appreciative context
Source: Malone
Coolness Control Audacity Endurance Decisiveness
Source: Sarros and Santora
Managing self – the reflective mindsetManaging the organisation – the analytical mindsetManaging context – the worldly mindsetManaging relationships – the collaborative mindsetManaging change – the action mindset
Source: Gosling and Mintzberg
Self awareness, self knowledge and awareness of limitations in self and othersPersonal persistence and commitmentA desire and a willingness to go on learningAn ability to recognise, learn, and profit from failures and mistakesA capacity to accept challenges and take risks
Source: Bennis and Nanus
V isionO rganisationI ntegrityC ommunicationE xecution
ExtroversionAgreeablenessConscientiousnessEmotional stabilityOpenness to experience
Start with a clear visionBuild a winning teamDon’t ignore problemsFocus on innovationTake risks
Source: D Michael Abrashoft
Build skills to execute strategyTap the power of group learningInvest in high potential individualsOptimise career enhancing opportunitiesPromote leaders as coaches
Resource Candour Devotion Curiosity Independence
Source: Sarros and Santora
Envision Engage Enable Inquire
\ Develop
Source: Malcolm Higgs
Individual Team Operational Strategic Institutional
Source IES
Empathetic responses Mood regulation and control Interpersonal skill Intrinsic motivation Self awareness
Carson et al
The ability to:Manage themselves and be a role modelCreate and lead the visionGet things done with less resourceWork constructively with othersManage constituencies effectivelyGet results swiftly
Eichinger and Lominger
Organisational structure and hierarchy Financial results The leader’s sense of his/her own job Time management Corporate culture
John Hamm