A Member of The Linde Group

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Manager To Leader Tool Box K it

“It is not the strongest that survives, nor the most intelligent.

It is the one that is the most adaptable to change.”

Charles Darwin

A Member of The Linde Group

It’s your choice, shift your mindset and take responsibility

“I / we /us”

So what do I / We need to do about it?

Personal PowerCreative

Personal Responsibility

BLAME

JUSTIFY

DENY

DEFEND

‘STAY Above The line’

“You / They”Emotional

VictimPast Problem

Past FocusedReactive

A Member of The Linde Group

Changing mindsets shifts behaviour and determines the outcome

GROUP OUTCOMES

MY BEHAVIOUR

LEVEL OF AWARENESS

Who I am

STATE OF MINDHow I feel

Decisions made Use of time Interactions with others

MINDSETMy values and beliefs

about what is important

PERSONAL CONTRIBUTIONS

HAVE

DO

BE

A Member of The Linde Group

BEHAVIOUR

THOUGHTS/FEELINGS

ATTITUDES/MINDSETS

VALUES/BELIEFS

NEEDS

Focusing on behaviour alone won’t affect change. Understand what you don’t see

A Member of The Linde Group

Effective feedback incorporates a description of SBIBI

SBI FEEDBACK MODEL

S

b

i

b

i

SITUATIONWhat was the situation or task where you noticed the behaviour?

BEHAVIOURWhat did you actually see or hear?What was said and done?

IMPACTWhat was the result or effect of this behaviour, on you or others?

Alternative BEHAVIOURWhat could the person have done differently?

Alternative IMPACTWhat enhanced result would that alternative behaviour have produced?

A Member of The Linde Group

Beware of climbing up the ladder of inf lu ence: question the noble truth

THENOBLE

“TRUTH”

ADOPTBELIEFS

DRAWCONCLUSIONS

MAKE ASSUMPTIONS

ADDMEANING

SELECT DATA

OBSERVABLEDATA

A Member of The Linde Group

Every time you deligate describe SPORT

S ITUATION

P URPOSE

o UTCOME

R ESOURCES

T IME

A Member of The Linde Group

Work through the four steps of GROW to coach for results

G

R

o

W

GOAL Agree to topic Agree on longer-term goal

REALITY Invite self assessment Provide specific feedback - SBI/BI model Check or avoid assumptions Move the person forward

OPTIONS Where relevant, review the goal Collaboratively explore the full range of options - both obvious and outrageous ones!

Offer suggestions sparingly

WILL/WRAP-UP Commit to action Determine the next steps Identify potential obstacles

A Member of The Linde Group

Define commander’s intent for your message to be compelling

COMMANDER’S INTENTIf we do nothing else, we must...

COMMANDER’S INTENTCOMMANDER’S INTENTIf we do nothing else, we must...

COMMANDER’S INTENTIf we do nothing else, we must...

A Member of The Linde Group

Six tips to make your messages stick

S imple

U nexpected

C oncrete

C redible

e motion

S tories

A Member of The Linde Group

Adapt your leadership style to match the task specif ic competence and commitment levels of your people

Situational Leadership Model

Supporting

Supp

orti

ve B

ehav

iour

Directive Behaviour

D1D4

D2D3

(High)

(High)(Low)

Delegating

Coaching

Directing

DevelopmentLevel

D4 D3 D2 D1

Competence High High Some Low

Commitment High Variable Low(er) High