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Leadership Topics Qualities of a leader Leadership styles Self awareness (Enneagram test) Leadership assessment Priority setting Leadership hierarchy Leadership is influencing Teamwork Leadership Coaching Winner vs. Loser Difference between managing & leading What leaders do? Leadership assessment test Character & Values
Session 1Session 1
What is a Good Leader?
Think of three leaders that you will follow freely. What are their qualities? What do they do that make you want to follow them? How do they affect you?
Think of three leaders whom you will follow only if you are forced to do so or if you are paid with lots of money or who you will not follow at all no matter what. Why won’t you follow them voluntarily? What are their traits?What do they do? What is their impact on you?
Follow Voluntarily
Lots of experience Considerate Empowers people Visionary Open-minded Inspiring Leads by example Honest Commends people Good communicator Passionate Great motivator
Hardworking Humble Intelligent/smart Risk taker Charming Thinks of the welfare of his
followers Approachable Flexible Transparent firm principled
Follow Unwillingly or Won’t Follow At All
Corrupt Immoral Closed minded Does not accept
accountability Inefficient Indecisive Incompetent Hypocrite Doesn’t accept mistakes Buck passer Rumor Mongerer
Favorites Unethical Selfish Sarcastic Arrogant Self-serving Lazy Self-righteous Tainted with dishonor Unprofessional Narrow minded Impatient
Research FindingsResearch Findings
2 9C H A N G EC O N S U L T A N T S
I N C O R P O R A T E D
C h a ra c te r i s t ic s o f A d m ire d L e a d e rs
C h a r a c t e r is t ic s 1 9 9 5 R e s p o n d e n t s : 1 9 8 7 R e s p o n d e n t s :P e r c e n t a g e o f P e o p le P e r c e n t a g e o f P e o p le
S e le c t in g S e le c t in g
H O N E S T 8 8 8 3F O R W A R D - L O O K I N G 7 5 6 2I N S P I R I N G 6 8 5 8C O M P E T E N T 6 3 6 7F a ir - m in d e d 4 9 4 0S u p p o r t iv e 4 1 3 2B ro a d - m in d e d 4 0 3 7I n te ll ig e n t 4 0 4 3S t ra ig h t f o rw a rd 3 3 3 4D e p e n d ab le 3 2 3 2C o u ra g e o u s 2 9 2 7C o o p e ra t iv e 2 8 2 5I m a g in a t iv e 2 8 3 4C a r in g 2 3 2 6D e t e rm in e d 1 7 2 0M a t u re 1 3 2 3A m b it io u s 1 3 2 1L o y a l 1 1 1 1S e lf - C o n t ro lle d 5 1 3I n d e p e n d e n t 5 1 0
N o t e : T h e s e p e rc e n t a g e s re p re s e n t re s p o n d e n t s f r o m f o u r c o n t in e n t s : A m e r ic a ,A s ia , E u ro p e , A u s t ra l ia . T h e m a jo r it y , h o w e v e r , a re f ro m t h e U n it e d S t a t e s .
S ou rce: T h e L ea d ersh ip C ha l len ge, J a m es M . K ou z es & B a rry Z . P osn er. p . 2 1
GameGame
Animal Game
Winner Vs Loser
The winner is part of the answer
The loser is part of the problem
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Winner Vs Loser
The winner has a program
The Loser has an excuse
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Winner Vs Loser
The winner sees an answer in every problem
The loser sees a problem in every answer
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Winner Vs Loser
The winner says, “Let me do it for you”
The loser says, “That’s not my job”
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Winner Vs Loser
The winner sees a green near every sand trap
The Loser sees 2 or 3 sand traps near every green
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Winner Vs Loser
The winner says,”It may be difficult but it’s not impossible”
The loser says,” It may be possible, but it’s difficult”
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Winner Vs Loser
The winner is part of the answer The loser is part of the problem The winner has a program The Loser has an excuse The winner says, “Let me do it for you” The loser says, “That’s not my job” The winner sees an answer in every problem The loser sees a problem in every answer The winner sees a green near every sand trap The Loser sees 2 or 3 sand traps near every green The winner says,”It may be difficult but it’s no impossible” The loser says,” It may be possible, but it’s difficult”
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Changing Management Mindset
From: Managing others Directing Competing Relying on rules Using Hierarchy Consistency/Sameness Secrecy Passivity Isolation People as an expense
To: Leading others Guiding Collaborating Focusing on outcomes Using network Diversity/Flexibility Sharing information Risk taking Involvement People as assets
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Human Relations
The six most important words:I admit I made a mistake.
The five most important words:You did a good job!
The four most important words:What is your opinion?
The three most important words:If you please.
The two most important words:Thank you.
The single most important word:We
The least important word:I
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Leadership
L Listening E Empowering viewpoint A Ambition D Desire E Example R Respect S Self-esteem H Heart I Initiative P Patience
Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller
Famous Leader Dick & Maurice very entrepreneurial established a
theater then a drive-in restaurant in 1937. 1948 they started to serve walk-in clients with fast
service (Speedy service system),streamlined their operations and concentrated on selling hamburgers.
1954 Ray Kroc owner of a milk shake machine factory joined them. He has the vision on what the company can be. A great leader that always in search of good leaders that can help him in running the company.
What Leaders Do
Establish direction: developing a vision of the future (strategies)
Aligning people: Communicating, directing by words and deeds
Motivating and inspiring: Energizing people to overcome problems
Producing change: dramatic change
Leadership
We’re all leaders Leadership springs from within Leadership is not an act . It is a way of
living Ongoing process
Session 2Session 2
Puzzle GamePuzzle Game
TeamworkTeamwork
Competitiveness Vs. Cooperation
Look at others as enemiesConcentrate on yourselfBecome suspicious of othersWin only if you are goodWinning determined by your skillsSmall victory
Some joy
There are winners and losers
Look at others as friendsConcentrate on othersBecome supportive of others
Win if you or others are goodWinning determined by skills of many
Large victoryMuch joyThere are only winners
Leadership HierarchyLeadership Hierarchy
Level 1 Highly capable individual
Makes productive contributions through talent, knowledge, skills
and good work habits
Level 2 Contributing Team Member
Contributes individual capabilities to the achievement of group
objectives and works effectively with others in a group setting
Level 3 Competent Manager
Organizes people and resources toward the effective pursuit of
predetermined objectives
Level 4 Effective Leader
Catalyzes commitment to and vigorous pursuit of a clear
and compelling vision, stimulating higher
performance standards
Level 5 Executive
Builds enduring greatness through a paradoxical
blend of personal humility and professional will
Difference in concern between Level 4 and Level 5 Leaders
Level 4 Leaders
1. Fine tune concept
2. Strategy questions first : Ask
What to do? What to make? How much to charge it?
Level 5 Leaders
1. Who’s first
2. Strategy later, Right people to decide
3. Statement of trust
4. Sense of ownership
5. Commitment
Level 5 Leadership (Professional Will)
Burning ambition for company Success
Love firm
Work relentless for results
Beyond ambition
Level 5 Leadership (Professional Will)
Committed to building “Generationally”
Longevity
Passing of baton
Discover ability
Not weak successor
Level 5 Leadership (Personal Humility)
Unassuming Quietly producing Not claiming credit Direct attention to others
(Mirror Window principle)
Tips to avoid Mediocrity in the workplace
Keep Raising standards Give choice who to lose Let go to people unable to
meet bar set
KEY POINTS
Every good-to-great company had Level 5 leadership during the pivotal transition years.
“Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves.
KEY POINTS
Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure.
Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two-thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company.
KEY POINTS
Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.
Level 5 leaders display workmanlike diligence – more plow horse than show horse.
KEY POINTS
Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite – they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.
KEY POINTS
One of the most damaging trends in recent history is the tendency (especially by boards of directors) to select dazzling, celebrity leaders and to de-select potential Level 5 leaders.
I believe that potential Level 5 leaders exist all around us, if we just know what to look for, and that many people have the potential to evolve into Level 5.
Definitions of Leadership
“ The art of mobilizing others to want to struggle for shared aspirations.”
-Kouzes and Posner,1995
“…liberating people to do what is required of them in the most effective and humane way possible.”
- Max DePree, 1990
Definitions of Leadership
“ Leadership…is exercised when persons of certain motives and purposes mobilize, in competition or in conflict with others, institutional, political, psychological, and other resources so as to arouse, engage, and to satisfy the motives of followers.”
• James MacGregor Burns, 1975
Definitions of Leadership
“Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals”
• Bass, 1985; Tichy and Devanna, 1986
Difference Between Managing and Leading
Managing– Planning and
Budgetting– Organizing and
Staffing– Controlling and
Problem Solving
Source: A Force for Change, John P. Kotter
Leading– Establishing
Direction – Aligning People– Motivating and
Inspiring
What Leaders DoWhat Leaders Do
What Leaders Do Relentlessly upgrade their teams,using every encounter as an
opportunity to evaluate,coach, and build self-confidence. Make sure people not only see the vision,they live and breathe
it. Get into everyone’s skin,exuding positive energy and
optimism. Establish trust with candor,transparency, and credit. Have the courage to make unpopular decisions and gut calls. Probe and push with curiosity that borders on skepticism,
making sure their questions are answered with action. Inspire risk taking and learning by setting the example They celebrate!
Jack Welch-Winning
Relentlessly upgrade their teams,using every encounter as an opportunity to evaluate,coach, and
build self-confidence.
You have to evaluate-making sure the right people are in the right jobs, supporting and advancing those who are, and moving out those who are not.
You have to coach-guiding,critiquing, and helping people to improve their performance in every way.
Build self-confidence-pouring out encouragement,caring and recognition.
Make sure people not only see the vision,they live and breathe it
No jargons must be used (cannot be noble but vague)!
Leaders must communicate the vision downstream (never filter!).
Rewards must be aligned. No vision is worth the paper it’s printed on
unless it is communicated constantly and reinforced with rewards.
Get into everyone’s skin,exuding positive energy and optimism.
“The fish rots from the head”. The leader’s mood is catching. Unhappy tribes a have a tough time
winning. An upbeat manager who goes through the
day with a positive outlook somehow ends up running a team or organization filled with upbeat people with positive attitude.
Establish trust with candor,transparency, and credit.
Trust happens when leaders are transparent, candid and keep their words.
People should know where they stand in terms of their performance.
People should know how the business is doing.
Give credits where credit is due.
The Candor Effect
Gets more people in the conversation and when you get more people in the conversation, you get more ideas.
Generates speed. When ideas are debated rapidly, expanded and enhanced, they get acted upon.
Cuts cost. It eliminates meaningless meetings.
Have the courage to make unpopular decisions and gut calls.
You are not a leader to win a popularity contest.
Your job is to listen and explain yourself clearly but move forward.
You’ve been a leader because you’ve seen more and been right more times (listening to your gut).
Probe and push with curiosity that borders on skepticism, making sure their questions
are answered with action. The job of the leader is to ask questions.
Questions like “what if?,Why not? And How come?”
Your questions must stimulate debates and raise issues that get action.
You must always challenge to get a bigger and better solution.
Inspire risk taking and learning by setting the example
Successful companies embrace risk taking and learning.
Create a culture that welcomes risk by freely admitting your mistakes and talking about what you’ve learned from them.
Learn from our people. Get people who can complement your
weaknesses.
They celebrate!
Celebrating makes people feel like winners and creates an atmosphere of recognition and positive energy.
Work is too much a part of life not to recognize moments of achievement.
Session 3Session 3
Meeting and Making Meeting and Making FriendsFriends
“Breaking Down Walls”
The objective of the game is to have the most number of correct matches between the person being pertained to and the “descriptor.”
In your group, individually answer the following questions:– An amazing fact about yourself not many people know– A nickname you were fondly called when you were a
child– What you would bring to your High School reunion– Your greatest fear– Your priceless possession
“Breaking Down Walls”
As a group, decide which of the facts under the five headings you would include in the contest. Your objective is to mislead the other teams so that they could not accurately match the answer with the person it came from. So choose those that few people know about the person.
G O !
GandhiGandhi
Gandhi
Private man w/o wealth, property official title
Not commander of Army Nor a Ruler of vast land No scientific achievements artistic gift
Gandhi
Gen. George C. Marshall - Has become the spokesman for the conscience of all mankind
He made humility and simple truth more powerful than empires
Events in Gandhi’s life
Southern Africa train ride 1893 - “No colored atty in South Africa
Can’t walk in the pavement with white men (equal rights)
Burning of passes (courage and persistence) Walking in the pavement with a clergy man
( When your enemy strike you on your right cheek offer your left also)
Creation of a paper to unite the community
Events in Gandhi’s life
Quarrel with wife regarding cleaning the restroom (you are human only human)
New Law (all Indians must be fingerprinted like criminals, Only Christian marriage are valid, Policemen demand card of Indian woman)
Miners strike Prison cell
Events in Gandhi’s life His return to India (Politician wants to use
him) He saw poverty He was wearing a tunic the same clothes his prison mates wear (No political ambitions)
His train ride going back to his province he saw the insurgents
Congress independence rally Politicians who wants to replace the British (Millions that toil the soil under the sun can one say he represents India)
Live like an India (goes back to basic)
Events in Gandhi’s life When ever there is injustice I always believe in fighting.
Question do you fight to change things or to punish it ;leave punishment to God
The visit of the old poor farmer complaining about their landlords
Second arrest (No shirt if I want to be one with them,I have to live like them) He asked his clergy friend to leave India( is not an easy to decision) Refusal to leave the province and refusal to pay 100 rupees. (Show of character)release without bail
No Luxuries riding on 3rd class and walking A day of fasting (General strike)
Events in Gandhi’s life
3rd arrest (fighting erupted) Massacre of the innocent gathering firing squad (courage
to take their anger) Joint meeting he requested the British to live India Burning of the clothes from England Policemen killed by marchers lead to Gandhi’s first
fasting (willingness to die for a cause) 4th arrest sedition (non cooperation with evil is a duty) 6
years imprisonment Salt making (Royal monopoly)
Events in Gandhi’s life
Gandhi’s 5th arrest Rally to salt factory wherein the rallyist were
beaten by the soldiers and they did not retaliate 6th arrest the death of his wife Hindu vs Muslim 2nd fasting for peace between Hindu and Muslim Hindu who killed a child Death of Gandhi
Sayings
When you’re fighting for a just cause people seemed to pop up even when it’s dangerous
You must show courage willing to take a blow and not fight back (decrease anger and increases respect)
Minority of one the truth is the truth Each man’s labor is as important as an others It’s not me, it’s the principle. And you will do it with joy
or not at all No cause, that I am prepared to kill. They cannot take a
way their self respect if we do not give it to them
Sayings
Fight against their anger not to provoke it Receive the blows in our pain we will make them their
injustice They make torture my body and kill me they will have
my body not my obedience My dignity comes from following my husband Embarrass those who treats as slave Mahatma - Great soul Eye for an eye only makes up the whole world blind
Leadership Assessment Leadership Assessment TestTest
ASSESSMENT OF CURRENT LEADERSHIP QUALITIES
(FOR POTENTIAL LEADERS) 0 = Never 1 = Seldom 2 = Sometimes 3 = Usually 4 = Always
1. The person has influence. 2. The person has self-discipline. 3. The person has a good track record.
4. The person has strong people skills. 5. The person has the ability to solve problems.
6 The person does not accept the status quo. 7. The person sees the big picture. 8. The person has the ability to handle stress. 9. The person displays positive spirit. 10.The person understands people. 11.The person
is free of personal problems. 12. The person is willing to take responsibility.
ASSESSMENT OF CURRENT LEADERSHIP QUALITIES
(FOR POTENTIAL LEADERS)
13.The person is free from anger. 14. The person is willing to make changes. 15. The person has integrity. 16. The person is growing closer to God. 17. The person has the ability to see what has to be done next. 18. The person is accepted as a leader by others. 19. The person has the ability and desire to keep learning. 20. The person has a manner that draws people. 21. The person has a good self-image. 22. The person has the willingness to serve others. 23. The person has the ability to bounce back when problem arise. 24. The person has the ability to develop other leaders.
25. The person takes initiatives.
ASSESSMENT OF CURRENT LEADERSHIP QUALITIES
(FOR POTENTIAL LEADERS)
90-100 Great leaders (should be mentoring other good & great leaders)
80-89 Good leaders (must keep growing and keep mentoring others)
70-79 Emerging leaders (focus on growth and begin mentoring others)
60-69 Bursting with potential (excellent person to be developed)
Below 60 Needs growth (may not be ready to be mentored as a leader)
The below “60” category is often the most difficult to judge. Some people in this group will never become leaders.
Session 4Session 4
EnneagramEnneagram
EnneagramEnneagram
“Can help understand fears and desires, strengths and
weaknesses, defenses and anxieties, how we react to
frustration and disappointment - and, more positively, what our
truest capacities and greatest strengths are so that we can
build on those rather than on misjudgments and illusions.”
EnneagramEnneagram
self-understanding
self-knowledge
self-transcendence
self-transformation
Matching
Paragraph A : Point 9 The Mediator Paragraph B : Point 7 The Epicure Paragraph C : Point 8 The Boss Paragraph D : Point 2 The Giver Paragraph E : Point 1 The Perfectionist Paragraph F : Point 3 The Performer Paragraph G : Point 6 Loyal Skeptic Paragraph H : Point 4 The Romantic Paragraph I : Point 5 The Observer
The Enneagram Advantage The Enneagram Advantage by Helen Palmer by Helen Palmer
Gifts of Each Personality TypeGifts of Each Personality Type
11 DiscernerReformer
22 Empathiser/Sympathiser Generous Compassionate
33 Performer, achiever, efficientDedicated to workConcerned with productivity
44 Sensitive, tragic romanticCreative with a new way of looking at lifeLooks at life through art
55 Wise, intelligent, observer, thinkerAble to make meaning out of experiencesMake the misunderstood understood understandable
66 Responsible, dependable, trustworthy
Loyal to what is lawful
77 Optimist, enthusiasticHappy - go - luckyAlways a “silver - lining”
88 Leader, magnanimous, empowering
Challenge taker
99 Peace makerMediator
I am Peaceful9
I am Strong 8 1 I am Perfect
I am Happy 7 2 I am Caring
I am Knowledgeable 5 4 I am Special 3
I am Loyal 6 3 I am Successful
The Enneagram of Personality StatementsThe Enneagram of Personality Statements
Of Separation/Conflict9
Of Being Weak 8 1 Of Being Imperfect
Of Being Deprived 7 2 Of Own Needs
Of Being Overwhelmed 5 4 Of Being Ordinary 3
Of Being Abandoned 6 3 Of Failure/Of Being Rejected
The Enneagram of Basic FearsThe Enneagram of Basic Fears
TYPE HEALTHY POINTS UNHEALTHY POINTSTYPE HEALTHY POINTS UNHEALTHY POINTS
1 1 Perfectionist
22 Helper
3 3 Achiever
4 4 Romantic
Ethical, fair, honest, idealistic, orderly, Productive, reliable, self-discipline
Adaptable, caring, compassionate, emphatic,Generous, insightful, loving, sympathizer
Confident, efficient, energetic, industriousOptimistic, practical, self-propelled
Compassionate, creative, expressive, introspective, intuitive, refined, supportive, warm
Anxious, critical, controlling, dogmatic, inflexible, judgmental, overly serious, obsessive-compulsive
Hysterical, indirect, manipulative, martyr-like, over-attention, over-doting, possessive
Deceptive, narcissistic, overly competitive, pretentious, superficial, vain, vindictive
Depressive, guilt-ridden, moody, melancholic, self-absorbed, self-conscious, stubborn
TYPE HEALTHY POINTS UNHEALTHY TYPE HEALTHY POINTS UNHEALTHY POINTSPOINTS
55 Observer
6 6 Questioner
7 7 Adventurer
88 Asserter
99 Peacemaker
Analytical, objective, perceptive, persevering, self-contained, sensitive, wise
Caring, dependable, loyal, practical, responsible, warm, witty
Charming, confident, curious, enthusiastic, fun-loving, imaginative, spontaneous, quick
Authoritative, direct, earthy, energetic, loyal, protective, self-confident
Diplomatic, emphatic, generous, open-minded, patient, peaceful, pleasant, receptive
Critical, cynical, distant, intellectually, arrogant, stingy, stubborn, unassertive
Controlling, defensive, hyper-vigilant, judgmental, paranoid, rigid, self-defeating, testy, unpredictable
Impulsive, manic, narcissistic, possessive, rebellious, restless, self-destructive, undisciplined, unfocused
Aggressive, controlling, domineering, insensitive, rebellious, self-centered, skeptical, vengeful
Apathetic, forgetful, judgmental, obsessive, passive-aggressive, spaced-out, stubborn, unassertive
Life Story/Childhood HistoryLife Story/Childhood History
11 High standards of excellence“Good boy/girl”Resentful towards mother
22 Lived in the shadow of somebody importantSelf-evasiveNot aware of theirs needs
33 Put up a frontNeeds approval for achievements and affirmation
44 Abandoned childSense of “trip - drama”Can stay long in painWants to be understood and not understood
55 Poor mother contactAuthoritarian mothersFeel that they have not been loved enough
66 Memories of warmth prematurely cut - offOver protective parental environmentClose to authority figure
77 Experience of happiness early in life,but prematurely cut-off
88 Adult at an early ageSource of difficulty
99 Unaffectionate motherFamily members not emotionally close to one another but in good terms with one anotherLived with little “should’s”
1 1 Perfect
2 2 Needed
33 Successful
44 Unique
5 5 Knowledgeable
66 Responsible
77 Joyful
88 Content
99 Peaceful
LIFE STATEMENT SELF-CONCEPT MOTIVESLIFE STATEMENT SELF-CONCEPT MOTIVES Life is being… I am … To/To be...Life is being… I am … To/To be...
Right
Generous
Efficient
Different
Wise
Faithful
Fun
Powerful
Peaceful
Correct
Needed/Loved
Approved/Affirmed
Understand the self
To know/understand
Approved the authority
Have fun
Self-reliant
Have unity and harmony
Circle of Personality Types with the Circle of Personality Types with the CentersCenters
9
6 3
7
1
2
5 4
8
GUT
HEADHEART
HEADHEAD Where am I? Inner world to What will I gain From it? Outer world
HEART HEART Who am I with? Outer reality to inner reality
GUTGUT Who am I? From past to present How will it help me move in life? Where do I stand?
LIFE QUESTIONSLIFE QUESTIONS MOVEMENTS MOVEMENTS
CENTER
HEAD
HEART
GUT
PERSONALITY TYPE
FIVE (I)
SIX
SEVEN (E)
TWO (E)
THREE
FOUR (I)
ONE (I)
NINE
EIGHT (E)
CHARACTERISTICS
Escapes fear by withdrawing and not being involvedAlternates between avoiding and confronting fearEscapes fear through plans and diversions
Over relates with people
Denies own feelingsAssumes image and role from society
Relates to self-image
Keeps cold anger within
Denies own anger
Expresses hot anger to others
FACIAL EXPRESSION
Sharpness of features
Concerned look
Youthful looking
Casual/Sad look
Hard post look
Hyper-alert/Scanning look
1
2
3
4
5
6
PHYSICAL APPEARANCE
Neat and well-scrubbedTightness in the mouth or jawUsually thin
Warm and attractive smileComfortable clothingUsually a little overweight
Dresses well/StylishTry to be fit and trim
Dresses with a sense of uniqueness of “drama”
Uncomfortable smilesBeard for menCouldn’t care less for fashion
Radiate a nervous energyComfort rather than style
SPEECH
SermonizeWith authority that sounds right
ComplimentaryFlattery“Advise getting”
PropagandizesDemonstrative
DramaticLamentations
Summarizes
CautionsPuts limitsProtected
FACIAL EXPRESSION
Cheery, chubby look
Weather-beaten face
Plain/Blank look
7
8
9
PHYSICAL APPEARANCE
Smile a lotTeddy bearish but not fatSense of style
Husky sideLiable to wear massive outfit
Fairly relaxed and pleasantComfortable clothing
SPEECH
Story-tellingTalkativeHumorousEntertaining
Sarcastic“NO”Debunks
Monotone“Matter-of-fact”
TYPE
1
2
3
4
5
6
STRENGTHS
Does the right thing and not easily swayed by external pressuresCareful
Sensitive to emotional levelsExcellent caretakers/care-givers
Goal OrientedHave an innate way of knowing how to relate to the world
Highly developed artistic senseDeeply in touch with the pain and sadness in lifeKeen sense of style and fashion
Good sense of objectivityUtilizes resources efficientlyExcellent listenersIndependent that they don’t seek others to take care of them
Long attention spanCareful and preciseFocused concentration
TYPE
7
8
9
STRENGTHS
Pleasant and very easy to get along withImaginative brainstormers and visionariesPositive approach to life
What is within, so withoutDefenders of the weakConfronts life as it is
Sees all sides of an issueFairly generous and easy-goingDoes not expect something in return
TYPE
1
2
3
4
5
OCCUPATIONS
Physician Teacher LibrarianNurse Accountant SecretaryClergy Technician
Social Worker NursePsychologist Executive SecretaryPhysician Clergy
Acting AdvertisingMedicine Corporate ManagementMarketing BankingSales EntrepreneurshipPromotion Politics
Acting Critic CounselorDancing EntertainerPainting Interior decoration
Accountant Computer Programmer Academic PositionsArchaeologist Research ScientistWriter Librarian
TYPE
6
7
8
9
OCCUPATIONS
Engineer Civil Servant Officer in the armed forcesMachinist Technologist Police OfficerBuilder School Instructor Fire fighter
Consultant Entrepreneur Public relationsEditor WriterManagement staff Scientist
Police Officer Armed forces officer BusinessmanLawyer Union OrganizerSports figure Manager
Arbitrator Umpire BureaucratAmbassador RefereeAdministrator Lab Technician
TYPE
1
2
3
4
5
ATTRACTIVE
Quality controlMeticulous attention to detailClear organizational structureCorrecting errorsWork that requires continuous improvement
Associations with othersAssociations with the “needy” others
Space for continuing developmentWhere potentials excel the mostPerformance-orientedQuick turn-overs and results
Creative jobs that facilitate unique, strange or eccentric approach
Analysis and reanalysisLimited association with othersInformation and research
UNATTRACTIVE
No clear-cut guidelinesWork that requires on-the-spot decisions with minimal information
Work that provides the least stroking, positive feedback and gratitude
RoutinaryWork that involves time and experimentation
Mundane and ordinary
Open competitionConfirmation and direct association with others
TYPE
6
7
8
9
ATTRACTIVE
Hierarchy-orientedBeing with authority or being authority to oneself
Planning and conceptualizingVisioningBeing in the new
Leadership
Mediatorship
UNATTRACTIVE
On-the-spot decisions
ImplementationFixed guidelines
Following orders
Conflict
TYPE
1
2
3
4
5
HELPING THE OTHER
Don’t like to be toldShow interest in what they are doingTeach them to relax
Help them to be aware of their feelingsAcknowledge their needsAssure themHelp them express their needDelay your “thank you’s”
Affirm what is real in themHelp them to accept failure
Ride on to the mental framework but be in touch with the truthHelp them to focus on the ordinary
Help them to come out of their cave. Do not wait for them to come out for you will be out-wittedBy coaxing their creativity, challenge them and affirm themShow interest in their writingChallenge them to something new
TYPE
6
7
8
9
HELPING THE OTHER
Call to test courageAffirm themFollow them through
Don’t like to be toldCall them to be accountable of their own plansGive them the hardworkDo not pick up pieces for them, let them do itCall them to awareness of what they are doing
Call their gentlenessDo not counter aggressionDisarm them in a gentle way
Help them manage the conflictCall them out of their shells for they contain gold
FRIENDSHIPS
11 1 - 2 - 4 - 7 - 8 – 9 6 6 - 3 - 5 - 7 - 9
22 2 - 1 - 3 - 4 - 5 - 8 7 7 - 1 - 5 - 6 - 8
3 3 - 2 - 4 - 6 – 9 8 8 - 1 - 2 - 5 - 7 - 9
4 4 - 1 - 2 - 3 – 5 9 9 - 1 - 3 - 6 - 8
5 5 - 2 - 4 - 6 - 8
Point 1 The Perfectionist
Attention goes to error, to what needs correcting Judging mind. Things are either right or wrong Powerful inner critic monitors thought, word and deed Worried about getting things right; unusually sensitive to criticism Striving for perfection Responsible Postpones pleasures Repression of impulses/desires Focus on being good Rigid, overly controlled Independence valued Virtue is it’s own reward
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
One at Work
Work Best In -Organization with clear guidelines and in jobs requiring details such as Accounting, Finance, Science and Technology
Have problems working in - Fields where the rules of the game constantly change, such as Marketing technological products, Entrepreneurial set ups, where decisions are made with partial information
Where business wants it’s ones - Hospital operating rooms, Nuclear reactor inspection teams
The Enneagram Advantage The Enneagram Advantage by Helen Palmer by Helen Palmer
Point 2 The Giver
Attention goes to the needs of significant others Price in giving/helping”People depend on my help” Gives to get approval and acceptance Sometimes feels taken advantage of Hard to express own needs Self-presentation alters to please significant people Manipulative. Indirect approach to meeting own needs Likes to be the power behind the throne
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
Two at Work
Work Best In - Jobs where there’s a high interpersonal component: Human resources, health care professions, service industries, sales representatives.
Have problems working in- Jobs that are isolated from positive contact with people: lighthouse keeper, forest ranger, computer programmer
Where business wants it’s twos - Facilitating a fund raising drive, representing them at local chamber of commerce luncheons, dealing with the media
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
Point 3 The Performer Attention goes to accomplishing things Leisure activities are also results oriented Focus on goals not means Seeks approval and acceptance based on performance Image is important. Looking good inattention to feelings Fits own image to a work role Anger at obstacles to tasks Impatient. Feels constant pressure to perform
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
Three at Work
Work Best In - Competitive environment with a ladder to climb and a clear system of rewarding effort. Salary, titles, and decision-making roles are incentives.
Have problems working in - Jobs that require periods of apparent inactivity no clear game plan. Threes do not like to sit around and talk about ideas, revise a decision or get slowed down by questions.
Where business wants it’s threes - Marketing, sales and advertising; during rapid expansion phase of any business; situations that require efficiency, streamlining and rapid turnaround.
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
Point 4 The Romantic
Attention goes to what is missing Push-pull Phenomena Feels special and elite An abandonment theme “ I’m not lovable” Empathetic, especially for the suffering of others Romantic and artistic Resists being evaluated. I’m different
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
4 at Work
Work Best In - Jobs in which creativity and individuality are prized. They gravitate toward distinctive work-advertising, performance arts, product design
Have problems working in-Jobs that are rigid, impersonal structures, or where the work is repetitive: the military, insurance warehousing. Fours don’t work well with better paid, more popular coworkers
Where business wants it’s Fours-Onstage, creating in the lab or at the drafting table: modeling
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
Point 5 The Observer
Marked need for privacy Attention goes to observing rather than participating Intellectualizes Detached from feeling Limits intrusion from a world that wants too much Minimalist. Reduces needs;limits desires Self-sufficient Hoards time, space, energy, knowledge Compartmentalizes
Looks superior (aloof), but feels inferior The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
5 at Work
Work Best In - Jobs where there’s time to think. Research and development, libraries, night shift at the computer lab
Have problems working - Jobs that require open competition or confrontation: The trading desk at a brokerage firm. Fast paced interpersonal jobs, customer service desk at a department store. Jobs requiring emotional contact, day care provider, airline hostess
Where business wants it’s Fives - Jobs calling for continuous reanalysis: University professors, long-range planner, on the board of directors
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
Point 6: Loyal Skeptic Attention goes to potential difficulties, danger, interference Active imagination;amplifies questionable areas Safety and security concerns Doubting mind, contrary thinking Questions people. “Bullshit detectors” Sees implications, inferences and hidden meanings Questions authority Ambivalent about success; discounts it or fails to complete
project Procrastinates because of fearing the outcome
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
6 at Work
Work Best In - Environments where there are clear lines of authority and defined problems. Jobs where honesty and asking hard questions are valued: University classrooms, auditing and investigative work
Have problems working - Environments that have ambiguous guidelines, an insider track, and lots of behind the scenes wheeling and dealing
Where business wants it’s Sixes - Prosecuting attorneys, Chief financial officers, heading planning departments and compliance officers
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
Point 7: The Epicure
Attention goes to what is positive and to future possibilities Optimistic; sees multiple options Difficulty with commitment Doe not want limits Pleasure-seeking, life is an adventure A glutton for experience and enjoyment Has many interest Active-lots of projects and overbooked Experience is more important than success Feels entitled; narcissistic Charming and disarming
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
7 at Work Work Best In - Jobs where there’s a spirit of adventure: fast-
paced settings and rapidly changing information Sevens are theoreticians, futurist and multi task people
Have problems working - Jobs with predictable futures that can be finessed to make them more interesting, or repetitive work isolated from, simulation, laboratory and assembly-line worker, tailor
Where business wants it’s Sevens - The brainstorming and planning stage of any interesting project. Discovering points of similarity between different fields of interest, university interdisciplinary studies track, jobs requiring networking and promoting complex ideas, such as politics, lobbying, media production manager, public relations outreach, field works
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
Point 8: The Boss
Attention goes to power, dominance, and control of territory
Concerned with strength and protecting the weak Denies own vulnerability and weakness All or nothing polarities; things are black or white Believes in absolute truth, justice Aggressive, intimidating and impulsive Wants stimulation and excitement Direct and confrontational Express anger (“gets pissed”)
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
8 at work Work Best In - Jobs where there’s competitive juice and
constructive outlet for energy. Eights like their own fiefdom and a clear chain of command for redress of grievances. Real estate developer, CEO of their own company, Military commanders.
Have problems working In - Jobs that require protracted diplomacy and shared power: co-chair of anything , consumer relations, representative commanders.
Where business wants it Eights - At the helm during confrontation, spearheading an expansion phase; trial lawyers, union organizer, manager of a sports team
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
Point 9: The Mediator
Attention shifts to secondary activities Nonessentials may get equal attention with the essential Sees all sides of an issue Peacemaker/harmonizer; overly adaptive Pleasing and caring;has difficulty saying no Participates. Joins in Wants the comfortable solution, avoids conflicts Ambivalent Indirect anger;passive aggression
Contains own energy and anger
The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer
9 at Work
Work Best In - Jobs that require big-picture perspectives and take account of multiple inputs: global planning.
Have problems working In - Fast paced, rapidly changing environments that downplay interpersonal communication.
Where business wants it Nines - U.S. postal service, Vice President administration, office manager, big picture planning
Ron KauffmanRon Kauffman
Session 5Session 5
PriorityPriority
Prioritize
High Importance /High UrgencyHigh Importance/Low UrgencyLow importance/High UrgencyLow Importance/Low Urgency
High Importance /High Urgency
Tackle these projects first
High Importance/Low Urgency
Set deadlines for completion and get these projects worked into
your daily routine
Low importance/High Urgency
Find quick, efficient ways to get this work done without much personal involvement. If possible delegate it
to a “can do” assistant
Low Importance/Low Urgency
This is busy or repetitious work such as filling. Stack it up and do it in
one-half hour segments every week; get somebody else to do it; or don’t
do it at all.
Priority Principle
You cannot overestimate the unimportance of practically
everything
Violin Player
Priority Principle
The good is the enemy of the best
Lighthouse keeper
Priority Principle
You can’t have it all
Mountain climber
Priority Principle
Too many priorities paralyze us
LION TAMER
Priority Principle
Time deadlines and emergencies force us to prioritize
Effectiveness versus Efficiency
Priority Principle
Too often we learn too late what is really important
Family Ranch“Nobody on his death bed ever said, “I
wish I had spent more time on my business ’ ”
Film ShowingFilm Showing
Emotional Intelligence
Module Two – Self-Module Two – Self-Acceptance and Self-Acceptance and Self-
MasteryMastery
Points from D. Goldman
Pre-frontal areas: executive center amygdala: emotional center
– Storage of emotional memory– Impulses and Hi-jack – dramatic, reactive behavior
patterns or attempts at symbolic resolutions– Tells us how we are and what we value
Self-Management:– interaction between the two– Requires use of both and choice
Points from D. Goldman
Self-Management:– interaction between the two– Requires use of both and choice– Requires increase of inner freedom
• External locus of control vs. Internal locus of control
Empathy
Leadership Development Process
Transformation is essential: from self-orientation to other orientation
Usually triggered by crisis Same person, shift in orientation
Daniel Goleman: EI Dimensions and Associated Competencies
Personal Competence: These capabilities determine how we manage ourselves– Self-Awareness
• Emotional Self-Awareness: Reading one’s own emotions and recognizing their impact; using gut to guide decisions
• Accurate Self-Assessment: Knowing one’s strengths and limits
• Self-Confidence: A sound sense of one’s self-worth and capabilities
Daniel Goleman: EI Domains and Associated Competencies
Personal Competence: – Self-Management
• Emotional Self-Control: Keeping disruptive emotions and impulses under control
• Transparency: Displaying honesty and integrity;trustworthiness
• Adaptability: Flexibility in adapting to changing situations or overcoming obstacles
• Achievement: The drive to improve performance to meet inner standards of excellence
Daniel Goleman: EI Domains and Associated Competencies
Personal Competence: – Self-Management
• Initiative: Readiness to act and seize opportunities
• Optimism: Seeing the upside in events
Daniel Goleman: EI Domains and Associated Competencies
Social Competence: These capabilities determine how we manage relationships– Social Awareness
• Empathy: Sensing other’s emotions, understanding their perspective, and taking active interests in their concerns
• Organizational Awareness:Reading the currents, decision networks, and politics at the organizational level
• Service: Recognizing and meeting follower, client, or customer needs
Daniel Goleman: EI Domains and Associated Competencies
Social Competence: – Relationship Management
• Inspirational Leadership: Guiding and motivating with a compelling vision
• Influence: Wielding a range of tactics for persuasion
• Developing Others: Bolstering other’s abilities through feedback and guidance
Daniel Goleman: EI Domains and Associated Competencies
Social Competence: – Relationship Management
• Change Catalyst: Initiating, managing,and leading in a new direction
• Conflict Management: Resolving disagreements
• Teamwork and Collaboration: Cooperation and teambuilding
Integration
Self-Awareness
Self- Management
Social Awareness
Relationship Management-Inspirational Leadership-Influence-Developing Others-Change Catalyst-Conflict Management-Teamwork
Integration
4 Dimensions• Self-Awareness•Self-Management•Social Awareness•Relationship Management
Competencies Resonant Leader
Feelings
Natural Neutral Personal – close to home Tells us how we really are Tells us our preferences, and therefore, our
values. Or, in other words, what is important to me.
Feelings
Tells us our patterns of needs and of valuing Therefore, provides clues as to how we are at a
point in time and more importantly, who we are. Unrecognized, you are susceptible to amygula hi-
jacks that affect your decisions and actions, manipulation by others, and simply drifting or being “lost”.
Pattern of Individual Change by Fr. Calpotura, S.J.
Desensitized Sensitized Clash of Perception of Reality and Self-
Images Decision Point: to change how I am or not If decision is to change, then behavioral
experimentation Behavior becomes a habit
Topics for Sharing
When I was younger, … I had fun when … A low point in my life was … I am afraid of… One time I felt successful was when … I feel loved when …
PRIMAL PRIMAL LEADERSHIPLEADERSHIP
Daniel Goleman
Daniel Goleman’s Primal Leadership
The fundamental task of leaders…is to prime good feeling in those they lead. That occurs when a leader creates resonance – a reservoir of positivity that frees the best in people. At root the primal job of a leader is emotional.
Resonant Leadership – to be in synch Dissonant Leadership – to be off-key
Source: Daniel Goleman, Primal Leadership
Primal Leadership
Great leadership works through the emotions. The primal task of a leader is to drive collective emotions in a positive direction and clear the smog created by toxic emotions. Its effects extend beyond ensuring that a job is well done to include supportive emotional connection, or “empathy”.
Primal Leadership
When leaders drive emotions positively, they bring out everyone’s best, an effect called resonance.
When leaders drive emotions negatively, they spawn dissonance, undermining the emotional foundations that let people shine.
Primal Leadership
The key to making primal leadership work lies in the leadership competencies of emotional intelligence: the manner by which leaders handle themselves and their relationships.
Primal Leadership
The Open Loop
The reason a leader’s manner matters so much is in the design of the human brain: the open loop nature of the limbic system, our emotional centers.
A closed loop system is self-regulating (e.g. the circulatory system); an open loop system depends largely on external sources to manage itself. In other words, we rely on connections with other people for our own emotional stability.
Primal Leadership
The Open Loop
Research has shown that the comforting presence of another person not only lowers the person’s blood pressure, but also slows down the secretion of fatty acids that block arteries.
Scientists describe the open loop as “interpersonal limbic regulation,” whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms, and even immune functions inside the body of another. The open loop design of the limbic system means that other people can change our very physiology—and so our emotions.
People in groups at work inevitably “catch” feelings from one another. The more cohesive the group, the stronger the sharing of moods.
Primal Leadership
Contagion and Leadership
The enduring reality of business is that everyone watches the boss and take their emotional cues from the top, even when he is not highly visible.
Leaders play a pivotal role in determining shared emotions. They “manage meaning” for a group, offering a way to interpret, and so react emotionally to , a given situation. Leaders set the emotional standard.
Primal Leadership
Contagion and Leadership
When people feel good, they work at their best. They become better at understanding information, making decisions, are more flexible in their thinking, and view other people and events in a more positive light.
The more positive the overall moods of the people in a team, the more cooperatively they work together, and the better the company’s business results.
Primal Leadership
Contagion and Leadership
Group IQ, the sum total of every person’s best talents contributed at full force, depends on the group’s emotional intelligence. Good leaders create a friendly but effective climate that lifts everyone’s spirits.
Primal Leadership
Resonant Leadership Resonance comes from the Latin word resonare, to resound, and refers to
“the reinforcement of prolongation of sound by synchronous vibration.” This is analogous to feeling “in synch”. Dissonance, on the other hand, refers to a lack of harmony.
The more resonant people are with each other, the less static are their interactions. Resonance minimizes the “noise” in the system.
The glue that holds people together in a team, and that commits people to an organization, is the emotions that they feel. Connecting with others at an emotional level makes work more meaningful.
Emotional Intelligence Competencies: The Vehicles of Primal Leadership These EI Competencies are not innate talents, but learned abilities, each of
which has a unique contribution to making leaders more resonant, and therefore more effective.
Effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.
Primal Leadership
Resonance stems from whole sets of coordinated activities that comprise particular leadership styles. The best, most effective leaders act according to one or more of six distinct approaches to leadership and skillfully switch between the various styles depending on the situation.
The Leadership Styles
Visionary Coaching Affiliative Democratic Pace Setting Commanding
The Visionary Leader
Visionary leaders articulate where a group is going, but not how it will get there—allowing people to innovate, experiment and take calculated risks.
The sense that everyone is working toward shared goals builds team commitment: People feel pride in belonging to their organization.
The Visionary Leader Visionary leaders retain their most valued
employees as they resonate with the company’s values, goals and mission.
These leaders also help people see how their work fits into the big picture, lending people a clear sense that what they do matters, and why. This maximizes buy-in for the organization’s overall goals and strategy.
The Visionary Leader
Overall, the visionary style is the most effective. By continually reminding people of the larger purpose of their work, the visionary leader lends a grand meaning to otherwise workaday, mundane tasks as they understand that the shared objectives are aligned with their own. The result: inspired work.
The Visionary Leader
What Makes A Visionary When it is time to change directions, self-confidence and being a
change catalyst smooth the transition.
Transparency is also crucial; leaders must truly believe their own visions. This also means the removal of barriers or smokescreens. Visionary leaders understand that distributing knowledge is the secret to success.
Empathy is the most important EI competence. The ability to sense how others feel and to understand their perspectives means that a leader can articulate a truly inspired vision.
The Visionary Leader
When It Works
Works well in many business situations, but is particularly effective during a turnaround or when a company is need of a fresh vision. This comes naturally to “transformational” leaders.
The Visionary Leader
When It Doesn’t
When working with people who are more experienced
When trying to be visionary becomes overbearing, thus undermining the egalitarian spirit of team-based management
Communication is key…Communication is key…
“Think” Challenge/ Improve – don’t just “DO”
The Leader
Being out in front you Being out in front you may see the promised may see the promised land…land…
Your Staff
but remember what your staff but remember what your staff sees…sees…
We must get our staff to understand where we are headed and how we are going to get there.
They must feel a part of building the business and understand how they contribute to it !!!!
The Art of the One-on-One: The Coaching Style
Coaches help people identify their unique strengths and weaknesses, tying those to their personal and career aspirations. By linking people’s daily work to their long-term goals, coaches keep people motivated. Only by getting to know people on a deeper, personal level can leaders begin to make that link a reality.
The Art of the One-on-One: The Coaching Style
Coaches delegate. They give people challenging assignments that stretch them,
rather than tasks that simply get the job done.
They also tolerate failure, understanding that it can further an employee’s dreams.
The Art of the One-on-One: The Coaching Style
What Makes a Coach Exemplifies the EI competence of developing others,
exploring employees’ goals and values and expanding their own repertoire of abilities.
Emotional self-awareness makes leaders authentic and able to give advice that is genuinely in the employee’s best interest.
Empathy means listening first before reacting or giving feedback. “Is this about my issue or goal, or theirs?”
The Art of the One-on-One: The Coaching Style
A good coach communicates a belief in people’s potentials and an expectation that they can do their best. Thus they feel motivated to uphold their own high standards for performance and feel accountable for how well they do.
Coaching may take the form of an active mentoring program.
The coaching style may not scream “bottom-line results”, but in an indirect way, it delivers them.
The Art of the One-on-One: The Coaching Style
When It Works
Works best with employees that show initiative and want more professional development.
When It Doesn’t When the employee lacks motivation or requires excessive
personal direction and feedback, or when the leader lacks the sensitivity needed to help the employee along.
When executed poorly, this approach looks more like micromanaging or excessive control. This may undermine an employee’s self-confidence and create a downward performance spiral.
The Art of the One-on-One: The Coaching Style
When It Doesn’t
When the employee lacks motivation or requires excessive personal direction and feedback, or when the leader lacks the sensitivity needed to help the employee along.
When executed poorly, this approach looks more like micromanaging or excessive control. This may undermine an employee’s self-confidence and create a downward performance spiral.
Relationship Builders: The Affiliative Style
Open sharing of emotions is one hallmark of the affiliative leadership style. These leaders tend to value people and their feelings over accomplishing tasks and goals. They strive to keep people happy, to create harmony and to build team resonance.
Has a surprisingly positive impact on a group’s climate. By recognizing employees as people, such leaders build tremendous loyalty and strengthen connectedness.
Relationship Builders: The Affiliative Style
What Makes an Affiliative Leader Represents the collaborative competence in action. Such leaders are more concerned with promoting harmony,
fostering friendly interactions, and nurturing personal relationships.
Empathy is another fundamental competence, as they focus on the emotional needs of employees even over work goals.
May also rely on conflict management when the challenge includes knitting together diverse or conflicting individuals.
When It Works
When trying to heighten team harmony, increase morale, improve communication and repair broken trust.
When It Doesn’t
Should not be used alone as it may allow poor performance to go uncorrected, a sign that mediocrity is tolerated.
Relationship Builders: The Affiliative Style
When It Works
When trying to heighten team harmony, increase morale, improve communication and repair broken trust.
When It Doesn’t
Should not be used alone as it may allow poor performance to go uncorrected, a sign that mediocrity is tolerated.
Let’s Talk It Over: The Democratic Style
The democratic style of getting buy-in from constituents build feelings of trust, respect and commitment.
By spending time one-on-one and in meetings listening to the concerns of employees, the democratic leader keeps morale high.
Let’s Talk It Over: The Democratic Style
What Makes a Democratic LeaderTeamwork and collaboration, conflict
management and influence. The best communicators are superb listeners, and listening is the key strength of the democratic leader. They’re also true collaborators, working as team member instead of top-down leaders. They also know how to quell conflict.
Empathy also plays a role, especially when the group is diverse.
Let’s Talk It Over: The Democratic Style
When To Be DemocraticWorks best when the leader is uncertain about
what direction to take and needs ideas from able employees.
Even with a strong vision, this style surfaces ideas about how to implement that vision.
For this to be successful, the leader must be open to good and bad news.
Let’s Talk It Over: The Democratic Style
When It Doesn’t WorkOver reliance can be exasperating,
particularly when crucial decisions are put off by the need for a consensus. This results in confusion, lack of direction, delays and escalating conflicts.
THE DISSONANT THE DISSONANT STYLES: Apply with STYLES: Apply with
CautionCaution
Pacesetting Style: Use Sparingly
The leader holds and exemplifies high standards for performance and asks the same of everyone.
Pinpoints poor performers, demands more, and has the tendency to rescue the situation himself.
Is impatient with poor performance
Too often, these leaders are driven by numbers alone, which aren’t always enough to motivate or inspire people.
Pacesetting Style: Use Sparingly
This approach may leave the employees feeling pushed too hard by the demands. The results are lowered morale and the feeling that their leaders don’t trust them to get the job done.
Pacesetters can be so focused on goals that they do not care about the people they rely on to accomplish them. Net result: dissonance.
Pacesetting Style: Use Sparingly
The pacesetter’s dilemma: The more pressure put on people for results, the more anxiety it provokes. Continued high pressure can be debilitating and constricts innovative thinking. This may then get compliance but not the true performance that people will sustain.
Pacesetting Style: Use Sparingly Effective Pacesetting: The Ingredients The EI foundation of this style lies in the drive to achieve by continually finding
ways to improve performance – along with a large dose of initiative in seizing opportunities.
The achievement competence means pacesetting leaders strive to learn new approaches that will improve their own performance and that of the ones they lead. It also means not being motivated by external factors, but by a strong need to meet their own high standards of excellence.
Also requires initiative, the go-getter’s readiness to seize or create opportunities to do better.
However, these competencies need empathy so as not to be oblivious to the distress in those who are accomplishing their goals.
Pacesetters also need self-awareness to not be blinded to their own failings.
Pacesetting can work well with other leadership styles, such as the
visionary or affiliative styles.
Pacesetting Style: Use Sparingly
Also requires initiative, the go-getter’s readiness to seize or create opportunities to do better.
However, these competencies need empathy so as not to be oblivious to the distress in those who are accomplishing their goals.
Pacesetters also need self-awareness to not be blinded to their own failings.
Pacesetting can work well with other leadership styles, such as the visionary or affiliative styles.
Do It Because I Say So: Leading by Command
Also known as the coercive style; least effective of all leadership styles “I order you.” Demands immediate compliance with orders, with no reasons behind them, and
resorts to threats when not followed Seeks tight control of any situation and monitors it studiously Performance feedback focuses on what was done wrong An intimidating, cold leader contaminates everyone’s mood and the quality of
the overall climate spirals down. He erodes people’s spirits and the pride that they take in their work.
This style undermines the ability to give people the sense that their job fits into a grand, shared mission.
When Commanding Works Managing a business crisis such as an urgent turnaround During a genuine emergency or when facing a hostile takeover When all else has failed, this may work with problem employees
Do It Because I Say So: Leading by Command
Performance feedback focuses on what was done wrong
An intimidating, cold leader contaminates everyone’s mood and the quality of the overall climate spirals down. He erodes people’s spirits and the pride that they take in their work.
This style undermines the ability to give people the sense that their job fits into a grand, shared mission.
When Commanding Works
Managing a business crisis such as an urgent turnaround
During a genuine emergency or when facing a hostile takeover
When all else has failed, this may work with problem employees
Do It Because I Say So: Leading by Command
When Commanding Works
Managing a business crisis such as an urgent turnaround
During a genuine emergency or when facing a hostile takeover
When all else has failed, this may work with problem employees
Do It Because I Say So: Leading by Command
Perhaps the most important in the skillful execution of this style is emotional self-control. This allows the leader to keep his negative emotions in check and maybe even channel them in an artful manner designed to mobilize people to change or get results. Without this, the dangers of the commanding style are greatest.
This gets even worse when implemented without empathy. Effective execution requires that the leader be angry at “the right
person, in the right way, at the right time and for the right reason.” (Aristotle)
This also entails that the leader know when to drop the style.
Do It Because I Say So: Leading by Command
Effective execution requires that the leader be angry at “the right person, in the right way, at the right time and for the right reason.” (Aristotle)
This also entails that the leader knows when to drop the style.
Leading with style—the right one at the right time
Each style draws on different EI abilities; the best leaders are able to use the right approach at the right moment, and flip from one to another as needed.
It is not a matter of matching styles to a checklist of situations; fluidity is required.
Scan people individually and in groups, look for cues that reveal what leadership style/s is necessary, and adjust as needed. This means being able to apply all six styles when appropriate.
The key lies in strengthening the underlying EI abilities that drive a given style.
Lessons in Leadership
The building block for leadership is nothing else but our very own self. This imperfect self is called for something bigger…nobler.
God call us for what we are and if we respond, we become what we can become and fulfill our mission.
In surrendering ourselves to our mission, we find ourselves and fulfill our destiny.
Film ReviewFilm Review
Brave Heart
Self LeadershipSelf Leadership
Group Discussion
How do you feel about the concept that a leader’s private life should in no way be relevant to his exercise of public leadership?
Will your private life affect the way you lead your organization? Why?
The Manager
Preoccupied with doing things right Focused on following procedures
What is Leadership ? Concerned with doing the right things Questions whether or not the accepted procedures
are the right thing to do Questions if the existing practices are no longer
moving the organization Looks to transform the existing system into
something more effective By it’s very nature transformational rather than
transactional
Dr. John Maxwell
Effective leaders are those who can influence individuals and organizations in such a compelling way that they are willing to change existing paradigms
James M. Kouzes and Barry Z. Pozner write:James M. Kouzes and Barry Z. Pozner write:
“You cannot lead others until you have first led yourself through a struggle with opposing values.
Personal integrity is essential to believability”.
Personal Character Personal character can be defined as the integration of
an individual’s personal beliefs, values and morals, which, taken as a whole, reveal the true nature or character of that individual.
It is a leader’s personal character then, that determines how he will react to certain situations and determines the priorities that will inform that leader’s decisions.
A well-integrated person is one for whom there is noticeable continuity between the her privately held values and beliefs and her public behavior.
Leading from the inside out Leading from the inside out by; Samuel D. Rimaby; Samuel D. Rima
Credentials Vs. Character
Are transient Turn the focus to rights Add value to only one
person Look at past
accomplishments Often evoke jealousy in
others Can only get you in the
door
Is permanent Keeps focus on
responsibilities Adds value to many people Builds a legacy for the future Generates respect and
integrity Keeps you there
ValuesValues
Values are those things to which we attach a relative worth, utility or importance.
Personal values are the different concepts, ideas, principles, and things which an individual attributes worth, utility, or importance
3 steps in Laying the foundation
Step one : Identifying our valuesStep two : Defining and articulating
our valuesStep Three : Embracing our values
Identifying our values
Explore our present behavior – Compulsive spending– Physical Fitness– “Gimmiks”– Hearing mass
List existing various behaviors in which we regularly engage
Examples of Basic Values
God Personal Health Family Financial Responsibility Appearance Truth Honesty Recreation Relationships
Step 2 Defining and Articulating Our Values
Thorough definition for each valuesWriting a concise but thorough
definition of what we specifically mean
Write how we will respond to or would like to respond to our values.
Step 3 Embracing Our Values
Embrace the positive values Adopt and include in our daily practice of
life and leadership Should begin to encircle every decision we
make and every action we take Then we will begin to live a truly value-
driven life and provide a value-driven leadership
Connecting with Your Connecting with Your Life’s CallingLife’s Calling
Film ReviewFilm Review
The Passion of the Christ
What is a Calling?
Vocation comes from the Latin word Vocare, which literally means, “to call”. A person’s vocation was his life’s Calling, which transcends any particular job or professional career.
Avocation (calling) means a subordinate occupation pursued in addition to one’s vocation
Determining what avocation will provide the best platform to effectively live out our
Calling Previous Experiences Present Circumstances Possible Opportunities Personal Gifts Prompting of the Holy Spirit Personal Passion Private Counsel
Identifying Your Life’s Values
BehaviorPersonal Values
That Drives the BehaviorDaily Exercise Concern for Health
Articulating Your Values
ValueDefinition Value : Concern for Health
Definition : My body is the temple of the Holy Spirit
and my only vehicle for accomplishing all that God
desires me to accomplish. Because I value my
health, I will maintain self-control in my eating
habits. I will exercise my body.
ExampleExample
ExerciseWhat has God been doing in this area
Previous Experience
Present Circumstances
Possible opportunities
Personal Gifts
Prompting of the Holy Spirit
Private Counsel
Life GoalsLife Goals
What is a Life Goal
A goal is something for which we aim, a target that haven’t yet hit.
Life goal gives our lives direction; direction that is consistent to with what we have articulated to be our life’s values and calling.
My Life Book
How will your book look like – cover, title, dedication, lay out, pages, etc.?
Divide your life into chapters. What would the chapters be? What would be the main story lines per chapter?
How will your story begin? How will it end?
Feelings
Feelings are the body’s fuel or energy. When fully integrated, we are able to tap our
feelings freely. However, most of us block certain feelings.
When blocked these feelings are trapped in the body and can lead to chronic tension or illness.
When integrated, we can feel what is appropriate to any given situation and use these as energies.
Pointers for Exercises
Focus first on your feelings Do not judge nor analyze while you are in
the moment. You can analyze later. “Kairos”. Stay in the present moment. Savor the experience, the feelings.
Discovering My Sense Discovering My Sense of Missionof Mission
Mission
My sense of Purpose The Cause I am willing to die for. And
therefore that which I will work for and live for.
My “North Star “ My “Principles and Foundations”
Exercises for Mission Awareness
Life Review Reflections Death Bed Contemplation Looking at the World Note: be aware of your feelings of
consolation and desolation
Exercises for Mission Awareness
Life Review Reflections When I look back on my life, what
blessings am I thankful for? (Be careful to acknowledge both the past and your present blessings.)
Have I ever experienced being loved? Go back to those times and savor them.
Stay with these feelings.
Exercises for Mission Awareness
Reflections– Looking back at my life, what were my
interests? What activities did I spend time on?– What energized me then? What energizes me
now?– What doesn’t energize me?
Exercises for Mission Awareness
Reflections– Flowing from your answers to the previous
questions, what would you like to do in the Future?
– How would you like to be remembered?
Exercises for Mission Awareness
Reflections– If I look at my life, have I ever experienced
some “accidents” or surreptitious events that turned out to be important?
– Do I see a pattern in these? Have I experienced being led?
Exercises for Mission Awareness
Deathbed Exercise– I am dying. I look back at my life.– How do I feel about my life? What are the
things I want to change? – What would I want to have done with my life
by then?
Exercises for Mission Awareness
Looking at the World– If I look at world as it is today, what do I have
that can make it better?– What in my world calls me to respond?
MOVEMENTS
Self-Awareness– strengths and weaknesses– self-mastery
Experience of Being Loved …– GOD doesn’t make junk. – Branded: MADE BY GOD. “ You are precious in my
eyes. You are mine.”– GOD loves YOU as you are.
…and of wanting to Love Back – Desire to Respond
MOVEMENTS
Mission Working on my Mission (Magis) Never Ending Process
Module Four: Leading Module Four: Leading Change Change
Leadership is Leadership is INFLUENCEINFLUENCE
Modeling
People influenced by what they see People perceive you to be trustworthy and
have admirable qualities If somebody that people trust endorses you
( borrowed influence)
Motivating
Encourage people and communicate with them on an emotional level
- Creates a bridge between you and them
- It builds up their confidence and self worth
Can start to see positive impact on their lives
Mentoring
Pouring your life into other people and helping them reach their potential
Helping them overcome obstacles in their lives
Showing them to grow professionally and personally
You can truly make a difference in their lives
Multiplying
Help people you’re influencing to become positive influencers in the lives of others
Few people reach this level but everyone has the potential to do so.
Level 1: Position/Rights
Know your job description thoroughly Be aware of the history of the org. Relate the Orgs. History to the peopleof the Org.
(Team Player) Accept responsibility Do your job with consistent excellence Do more than expected Offer creative ideas for change and improvement
Developing the leader within you
By: John MAxwell
Level 2: Permission/Relationship
Possess a genuine love for people Make those who work with you more successful See through other people’s eyes Love people more than procedures Do “win-win” or don’t do it Include others in your journey Deal wisely with difficult people
Developing the leader within you
By: John MAxwell
Level 3: Production/Results
Initiate and accept responsibility Develop and follow a statement of purpose Make your job description and energy an integral part of
the statement of purpose Develop accountability for results, beginning with
yourself Know and do things that give a high return Communicate the strategy and vision of the Org. Become a change-agent and understand timing Make the difficult decision that will make the difference
Developing the leader within you
By: John MAxwell
Level 4: People Development/Reproduction
Realize that people are your most valuable asset Place a priority on developing people Be a model for others to follow Pour your leadership efforts into the top 20% of your
people Expose key leaders to growth opportunities Be able to attract other winners/producers to the common
goal Surround yourself with an inner core that compliments
your leadership
Developing the leader within you
By: John MAxwell
Level 5: Personhood/Respect
Your followers are loyal and sacrificial You have spent years mentoring and molding
leaders You have become a statesman/consultant, and are sought out by others Your greatest joy comes from watching others
grow and develop You transcend the Org.
Developing the leader within you
By: John MAxwell
5 Levels of leadership by John Maxwell
Rights Note: Your influence will not extend beyond
People follow lines of your job description. The longer
because they have to you stay here, the higher the turnover and
lower morale.
1. Position
Relationships Note: People will follow beyond your stated
People follow authority. This level allows work to be
because they want to fun.
2. Permission
Results Note: This where success is sensed by most
People will follow people. They like you and what you are
Because of what doing . Problems are fixed with very little
you have done for the Org. Effort because of momentum
3. Production
4. People development
Reproduction Note: This is where long range growth occurs. Your
People will follow commitment to developing leaders will ensure
because of what you ongoing growth to the org. and to people. Do
done for them whatever you can to achieve and stay on this level
Respect Note: This step is reserved for leaders who have spent
People follow because years growing people and org. Few make it.
of who you are and Those who do are bigger than life
what you represent
5. Personhood
Stages of Influence and Their Impact
Position – Influenced based on position Permission – To lead beyond the limits of
your job description Production – Working as team People Development – Develop people to
help them reach potential Personhood – Lifetime developing others
to their highest potential
Climbing the stairs of Leadership
The higher you go, the longer it takes The higher you go, the higher the level of
commitment The higher you go, the easier it is to lead The higher you go, the greater the growth You never leave the base level If you are leading a group of people, not
same level with everyoneDeveloping the leader within you
By: John MAxwell
The higher you go, the longer it takes
Each time there is a change in your job or you join a new circle of friends, you start on the lowest level and begin to work yourself up the steps
Developing the leader within you
By: John MAxwell
The higher you go, the higher the level of commitment
This increase in commitment is a two-way street. Greater commitment is demanded not only from you, but from the other individuals involved. When either the leader or the follower is unwilling to make the sacrifices a new level demands, influence will begin to decrease.
Developing the leader within you
By: John MAxwell
The higher you go, the easier it is to lead
Notice the progression from level two through level four. The focus goes from liking you to liking what you do for the common interest of all concerned (to liking what you do for them personally). Each level climbed by the leader and the followers adds another reason why people will want to follow.
Developing the leader within you
By: John MAxwell
The higher you go, the greater the growth
Growth can only occur when effective change takes place. Change will become easier as you climb the levels of leadership. As you rise, other people will allow and even assist you in making needed changes
Developing the leader within you
By: John MAxwell
You never leave the base level Each level stands upon the previous one and will
crumble if the lower level is neglected. For example, if you move from a permission level to a production level and stop caring for the people who are following you and helping you produce, they might begin to develop a feeling of being used. As you move up in the levels, the deeper and more solid your leadership will be with a person or group of people.
Developing the leader within you
By: John MAxwell
If you are leading a group of people, not same level with everyone
Not every person will respond the same way to your leadership
Developing the leader within you
By: John MAxwell
Lessons from a Lessons from a Leader’s LifeLeader’s Life
Lessons in Leadership
Leadership development is a life-long process. He is formed both by his genes and by critical incidents in his life.
The building block for leadership is nothing else but our very own self. This imperfect self is called for something bigger…nobler.
Leader-to-be is exposed to events that creates the need for to respond.
The initial motives are driven more by self-oriented needs than by other-oriented causes.
Lessons in Leadership
Over time, the person’s commitments are tested and hopefully, a shift occurs where the person becomes more other-oriented.
There is a shift in primary motivation: from needs to transcendent values. The same tendencies and desires are used, but re-directed.
However, this is a matter of choice. We are given freedom to choose to respond or not to respond.
Imperfections, failures, and personal sacrifice are part of the deal.
Lessons in Leadership
The building block for leadership is nothing else but our very own self. This imperfect self is called for something bigger…nobler.
God call us for what we are and if we respond, we become what we can become and fulfill our mission.
In surrendering ourselves to our mission, we find ourselves and fulfill our destiny.
Lessons in Leadership
Every Person matters. Everyone can make a Difference. YOU CAN MAKE A DIFFERENCE.
The Most Important The Most Important Ingredient of Ingredient of Leadership:Leadership:
INTEGRITYINTEGRITY
Integrity
Definition – The state of being complete, unified. Words and deeds match up. I am who I am, no matter where I am or who I am with.
80 % of what people learn comes through visual stimulation.
What people hear they understand. What they see they believe.
Integrity
Genuine Integrity is not for sale Integrity is about the small things Integrity is an Inside Job Integrity is your best friend Integrity is your friend’s best friend The benefit of integrity is trust The benefit of trust is influence Become a Person of Integrity
3 Truths about Integrity that go against common thinking
Integrity is not determined by Circumstances
Integrity is not based on Credentials
Integrity is Not to be confused with Reputation
Credibility Acid Test
Integrity builds trust.Caveat Roberts said: “ If my people understands me, I’ll get their attention. If my people trust me, I’ll get their action.”
Integrity has high influence value.Will Rogers said, “people’s minds are changed through observation and not argument.” “Communism story”
Integrity facilitates high standards.When the character of leaders is low, so are their standards.
Credibility Acid Test
Integrity results in a solid reputation, not just image.“Great wall of China”
Integrity means living it myself before leading others.“ Quality Control”
Integrity helps a leader be credible, not just clever.Effective leadership is not based on being clever, it is based primarily on being consistent.
Credibility Acid Test
Integrity is a hard-won achievement.
“Not given factor”
“When wealth is lost, nothing is lost; when health is lost,something is lost; when character is lost, all is lost.”
Develop Qualities of Integrity
Model Consistency of Character Employ Honest Communication Value Transparency Exemplify Humility Demonstrate Your support for others Fulfill Your Promises Embrace an Attitude of Service Encourage Two-way Participation with the
People you Influence
You will only become whatYou will only become what you you are becoming right noware becoming right now
Though you cannot go back and make a brand new start, my friend.
Anyone can start from now and make a brand new end.
ChangeChange
Why people resist change
Change isn’t self-initiated. Routine is disrupted. Creates fear of the unknown. Purpose of the change is not clear. Creates fear of failure. Rewards for change don’t match the effort change
requires. People are too satisfied with the way things are. Won’t happen when people engage in negative
thinking.
Why people resist change
Followers lack respect for the leader. Leader is susceptible to feelings of
personal criticism. Change may mean personal loss. Change requires additional commitment. Narrow-mindedness thwarts acceptance of
new ideas Tradition resists change.
4 Practices in Embracing Change
Attach every change initiative to a clear purpose or goal.
Hire and promote only true believers and get-on-with-it types.
Ferret out and get rid of resisters, even if their performance is satisfactory.
Look at car wrecks (make them opportunities).
Winning by Jack Welch
What Does Leading Change Entail?
Knowing the Context– becoming aware of what is happening around
you– having first hand knowledge– having a feel for the situation– being affected by the situation
What Does Leading Change Entail?
Awareness of Self– knowing and accepting yourself – your strengths and
weaknesses, your behavioral patterns, your transcendent values, and commitments
– having the ability to be responsive to the situation (vs. being reactive to it)
– allowing ourselves to be affected by events around us and yet being able to clearly decide what we are to do
What Does Leading Change Entail?
Formulating a Response– listening to the messages of events and listening to
myself– What are the events telling me? What do I resonate
with? What calls me to action? Where is the stream headed? How do I feel about it?
– What can I do? What should I do? What is the alternative state that I have or that I offer? How should things be?
What Does Leading Change Entail?
Initial Planning– Who probably shares the vision? – Who do I talk to regarding my Vision?– How do I communicate this to my initial
group of followers?
What Does Leading Change Entail?
Forming a Core Group of Followers– My hard core fanatics – Initial group of champions– Communication of the Vision as an
alternative state– Planning the Change Process– Selecting and weeding out
What Does Leading Change Entail?
Communicating to the Larger Group– Communicating the Vision hitting both
cognitive and affect by word and action– Creating a sense of urgency, the burning
platform, the felt need for change– Goal: expand group of supporters– Identify and enlist more champions
What Does Leading Change Entail?
Identifying What Needs to be Changed and Planning the Change Process– Organizational diagnosis: what needs to be changed
and their supports– Planning out how the change will be implemented;
what interventions are required– Creating the Change Team, structures and
relationships with others in the organization– Identifying where people are and mapping out
strategies
What Does Leading Change Entail?
Implementing the Change Process– Implementation: pilot or large scale– Go for quick successes. – Monitoring and evaluating the effects of interventions– Manage people’s reactions.– Be open, follow the flow.– Be mindful of process of change and not just content
of change.– Adjust accordingly.
What Does Leading Change Entail?
Monitoring and Evaluating– KRA’s and KPI’s– Monitoring and evaluating the effects of
interventions
What Does Leading Change Entail?
Institutionalizing Change– Make sure you embed change in the
organization’s culture.– Reward people who manifest the new
behaviors.– Tell stories that portray the desired values and
behaviors.– Use rituals, ceremonies, and symbols.
What Does Leading Change Entail?
Sustain the Effort– Set do-able goals– Recognize and reward peoples’ efforts– Take timely breaks– Create support systems within and outside the
organization– Take care of the other aspects of one’s life– Manage stress effectively
Determining Strategies
Determine Future State, Diagnose Present State, Map out, Transition Strategies
What are your own strengths, resources, and sources of power?
Who are your allies? (Who are against you? Neutral to your change effort? )
Identify sequence of interventions
Determining Strategies
Identify sequence of interventions– Prerequisite steps– What is at the forefront of client’s mind– Readiness of client– Start where chances of success are high
Lewin’s Force Field Lewin’s Force Field AnalysisAnalysis
DRIVING FORCES
RESTRAINING FORCES
LEADER-FOLLOWER RELATIONSHIPS inspired by Dr.
Blaine LeeSTYLE BASIS REQUIREMENTS
Coercion Force
Intimidation
Consistent enforcement
Creating a system
Utility Reciprocity
Fairness
Abundance of resources
Shared Vision
Common aspirations
Trust
Oneness/Shared experience
Clarity of Vision
Consistency and Trustworthiness
Right JobRight Job
Considering a New JobSignal Take it as a
good sign if…Be concerned if….
People You like the people a lot-you can relate them, and genuine enjoy their company.In fact, they even think and act like you do
You feel like you’ll need to put on a persona at work. After a visit to the company, you find yourself saying things like, “I don’t need to be friends with the people I work with.”
Jack Welch Winning
Considering a Right JobSignal Take it as a
good sign if…Be concerned if….
Opportunity The job gives you the opportunity to grow as a person and a professional,and you get the feeling you will learn things there that you didn’t even know you needed to learn.
You’re being hired as an expert, and upon arrival, you will most likely to be the smartest person in the room.
Jack Welch Winning
Considering a New Job
Signal Take it as a good sign if…
Be concerned if….
Options The job gives you credential you can take with you and is in a business and industry in the future.
The industry has peaked or has awful economics, and the company itself,for any number of reasons, will do little to expand our career options.
Jack Welch Winning
Considering a New JobSignal Take it as a
good sign if…Be concerned if….
Ownership You are taking the job for yourself,or you know whom you are taking it for,and feel at peace with the bargain.
You are taking the job for any number of other constituents, such as spouse who wants you to travel less or the sixth-grade teacher who said you never amount to anything.
Jack Welch Winning
Considering a New Job
Signal Take it as a good sign if…
Be concerned if….
Work Content The “stuff” of the job turns your crank-you love the work,it feels fun and meaningful to you, and even touches something primal in your soul.
The job feel like a job. In taking it,you say things like,”This is just until something better comes along,” or “You can’t beat the money”
Jack Welch Winning
Considering a New JobSignal Take it as a
good sign if…Be concerned if….
People You like the people a lot-you can relate them, and genuine enjoy their company.In fact, they even think and act like you do
You feel like you’ll need to put on a persona at work. After a visit to the company, you find yourself saying things like, “I don’t need to be friends with the people I work with.”
Jack Welch Winning
Technical versus Adaptive Change by Heifetz
What’s the Work?
Who Does the Work?
Technical Apply current know-how
Authorities
Adaptive Learn new ways The people with the problem
Qualities of a LeaderQualities of a Leader
CharacterCharacter
Never “for the sake of peace and quiet” deny
your experience or convictions.
Dag Hammaskjold
Character
Character is More than Talk Talent is a gift, but Character is a Choice Character brings lasting success with
people Leaders cannot rise above the limitations
of their character
John Maxwell
Qualities of a Leader
Character
Bill Lear story Adversity is a crossroads that makes a
person choose one of two paths: Character or Compromise.
Leader not only stays above the line between right or wrong, he stays clear of the “gray areas”.
John Maxwell
Qualities of a Leader
CharismaCharisma
I have yet to find the man, however exalted his station, who did not do better work and put forth
greater effort under a spirit of approval than under a spirit of criticism.
Charles Schwab
Charisma
Love life Put 10 in every persons head Give people hope Share yourself
John Maxwell
Qualities of a Leader
Charisma
Pride – nobody wants to follow a leader who thinks he is better than everybody.
Insecurity – If you are uncomfortable with who you are, others will be too.
Moodiness – If people never know what to expect from you, they stop expecting anything.
Perfectionism – People respect the desire for excellence, but dread totally unrealistic expectations.
Cynicism – People don’t to be rained on by someone who sees a cloud around every silver lining
John Maxwell
Qualities of a Leader
CommitmentCommitment
He who has done his best for his own time has lived for all times
Johann von Schiller
Commitment
Commitment starts in the Heart Commitment is Tested by Action Commitment Opens the Door to
Achievement
John Maxwell
Qualities of a Leader
Commitment
Cop-outs – People who have no goals and do not commit.
Holdouts – People who don’t know if they can reach their goals, so they’re afraid to commit.
Dropouts – People who start toward a goal but quit when the going gets tough.
All-outs – People who set goals, commit to them, and pay the price to reach them.
John Maxwell
Qualities of a Leader
Commitment
Law of Buy-In states, people buy into the leader, then the vision
Kentucky Derby story Michael Jordan – The heart is what
separates the good from the great. Edison Method – Make your plans public,
and you might be more committed to following through with them.
John Maxwell
Qualities of a Leader
Difference between Commitment & Interest
From Ken Blanchard:
‘When you are interested in doing something, you do it only when it is convenient. When you are committed to something, you accept no excuses”.
CommunicationCommunication
Educators take something simple and make it
complicated. Communicators take something complicated
and make it simple
John C. Maxwell
Communication
Simplify your message See the Person Show the truth Seek a Response Be Clear as a Bell Refocus your Attention Live your Message
John Maxwell
Qualities of a Leader
CompetenceCompetence
Competence goes beyond words. It’s the leader’s ability to say it, plan it, and do it in such a way that others
know that you know how – and know that they want to follow you.
John Maxwell
Competence
Show up EverydayKeep ImprovingFollow through with ExcellenceAccomplish More Than ExpectedInspire Others
John Maxwell
Qualities of a Leader
Competence
Benjamin Franklin – Hide not your talents. They for use were made. What’s a sundial in the shade?,
They don’t show up in body only. They come ready to play every day.
The person who knows how will always have a job, but the person who knows why will always be the boss.
John Maxwell
Qualities of a Leader
CourageCourage
Courage is fear that has said its prayers
Karl Barth
Courage
Courage Begins with an Inward Battle Courage is Making Things Right, Not just
Smoothing Them Over Courage in a Leader Inspires Commitment
from Followers Your Life Expands in Proportion to your
CourageJohn Maxwell
Qualities of a Leader
Courage
Leaders willingness to take risks Courage deals with principle, not
perception Dedication to potential must remain
stronger than your desire to appease others
John Maxwell
Qualities of a Leader
DiscernmentDiscernment
Smart leaders believe only half of what they hear.
Discerning leaders know which half to believe.
John Maxwell
Discernment
Discover the Root Issues Enhance your problem solving Evaluate your options for maximum impact Multiply your opportunities Analyze past successes Learn how others think Listen to your gut
John Maxwell
Qualities of a Leader
FocusFocus
If you chase two rabbits, both will escape
Unknown
Focus
Focus 70 percent on Strengths Focus 25 percent on New ThingsFocus 5 percent on Areas of
Weakness
John Maxwell
Qualities of a Leader
Focus
Leader who knows his priorities but lacks concentration knows what to do but never gets it done.
Spend more time on what they do well than on what they do wrong.
In Leadership, if you through growing, your through.
Create an edgeJohn Maxwell
Qualities of a Leader
GenerosityGenerosity
No person was ever honored for what he received. Honor has been the reward for what
he gave.
Calvin Coolidge
Generosity
Be grateful for Whatever You Have Put People First Don’t Allow the Desire for Possessions to
Control You Regard Money as a Resource Develop the Habit of Giving
John Maxwell
Qualities of a Leader
Generosity
Generosity rises out of contentment, and doesn’t come with acquiring more.
Money is a servant but a terrible master. Richard Foster – “Just the very act of
letting go of money, or some other treasure, does something within us. It destroys the demon greed”
John Maxwell
Qualities of a Leader
InitiativeInitiative
Of all the things a leader should fear, complacency
should head the list.
John Maxwell
Initiative
They Know What They Want They Push Themselves to Act They Take More Risks They Make More Mistakes Change your Mind-set Don’t Wait for Opportunity to Knock Take the Next Step
John Maxwell
Qualities of a Leader
Initiative
You can if you will Initiators don’t wait for other people to
motivate them Robert Kennedy- “ Only those who dare to
fail great can ever achieve greatly”. Napoleon Hill – “ The starting point of all
achievement is Desire”.John Maxwell
Qualities of a Leader
ListeningListening
A good leader encourages followers to tell him what he needs to know, not what he
wants to hear.
John Maxwell
Listening
Listen to your Followers Listen to your Customers Listen to your Competitors Listen to Your Mentors Meet People on their Turf Listen Between the Lines
John Maxwell
Qualities of a Leader
Listening
Before a Leader can touch a person’s heart, He has to know what’s in it. He learns that by listening
“Listen to the whispers and you won’t hear the screams”.
Good leaders always make it a priority to keep in contact with the people they’re serving.
John Maxwell
Qualities of a Leader
PassionPassion
Anyone can dabble, but once you’ve made that commitment, your blood has that
particular thing in it, and it’s very hard for people to stop
Bill Cosby
Passion
Passion Is the First Step to Achievement Passion Increases your Willpower Passion Changes You Passion Makes the Impossible Possible Return to Your First Love Associate With People of Passion
John Maxwell
Qualities of a Leader
Passion
Weak desire brings weak results, small fires creates little heat.
The stronger your fire, the greater the desire-and the greater the potential.
A leader with great passion and few skills always outperforms a leader with great skills and no passion.
John Maxwell
Qualities of a Leader
Positive AttitudePositive Attitude
The greatest discovery of my generation is
that human beings can alter their lives by
altering their attitude of mind
William James
Positive Attitude Your Attitude is a Choice Your Attitude Determines Your Actions Your People Are a Mirror of Your Attitude Maintaining a Good Attitude is Easier Than
Regaining One Feed yourself the Right Food Achieve a Goal Everyday Write it On your Wall
John Maxwell
Qualities of a Leader
Positive Attitude
Dennis Waitley – The Winner’s edge is not in a gifted birth, high IQ or in talent. - Attitude not Aptitude
Your attitude is crucial because it determines how you act.
Chris Evert – The thing that separates good players from great ones is mental attitude
John Maxwell
Qualities of a Leader
Problem SolvingProblem Solving
You can measure a leader by the problems he tackles. He always looks for ones his own
size.
John Maxwell
Problem Solving
They Anticipate the Problems They Accept the Truth They See the Big Picture They Handle One Thing at a Time They Don’t Give Up a Major Goal When
They’re Down
John Maxwell
Qualities of a Leader
Problem Solving
T ime – Spend time to discover the real issue
E xposure – Find out what others have done
A ssistance – Have your team study all angles
C reativity – Brainstorm multiple solutions
H it it- Implement the best solution
John Maxwell
Qualities of a Leader
RelationshipRelationship
People don’t care how much you know, until they know how much you care.
John Maxwell
Relationship
Have a Leader’s Head – Understand People
Have a Leader’s Heart – Love PeopleExtend a Leader’s Hand – Help
People
John Maxwell
Qualities of a Leader
Relationship
They like to feel special, so sincerely compliment them.
They want a better tomorrow, so show them hope.
They desire direction, so navigate for them. They are selfish, so speak to their needs first. They get low emotionally, so encourage them. They want success, so help them win.
John Maxwell
Qualities of a Leader
ResponsibilityResponsibility
If You won’t carry the ball, You can’t Lead
the Team.John Maxwell
Responsibility
They Get The Job DoneThey Are Willing to Go the Extra
MileThey Are Driven by ExcellenceThey Produce Regardless of the
SituationJohn Maxwell
Qualities of a Leader
Responsibility
No one can do the minimum and reach his maximum potential.
If you want to succeed, be willing to put the organization ahead of your agenda.
It’s priceless to find a person who will take responsibility, who will finish and follow through to the final detail.
John Maxwell
Qualities of a Leader
SecuritySecurity
No man will make a great leader who wants to do it all
himself or get all the credit for doing it.
Andrew Carnegie
Security
Insecure Leaders have several common traits:
They Don’t Provide Security They Take More From People Than They
Give They Continually Limit Their Best People They Continually Limit the Organization
John Maxwell
Qualities of a Leader
Security
Only secure leaders give powers to others. Leaders make his followers feel good
about themselves. Don’t let insecurity prevent you from
reaching your potential.
John Maxwell
Qualities of a Leader
Self DisciplineSelf Discipline
The First Person You Lead Is You.
John Maxwell
Self Discipline
Develop and Follow Your Priorities Make a Disciplined Lifestyle Your Goal Challenge Your Excuses Remove Rewards Until the Job Is Done Stay Focused on Results
John Maxwell
Qualities of a Leader
ServanthoodServanthood
To Get Ahead, Put Others First
John Maxwell
Servanthood
Puts Others Ahead of His Own Agenda Possesses the Confidence to Serve Initiates Service top Others Is Not Position Conscious Serves Out Of Love
John Maxwell
Qualities of a Leader
Servanthood
Stop lording over people, and start listening to them.
Stop role-playing for advancement, and start risking for others’ benefit.
Stop seeking your own way, and start serving others.
John Maxwell
Qualities of a Leader
TeachabilityTeachability
To Keep Leading, Keep Learning.
John Maxwell
Teachability
Cure Your Destination Disease Overcome your Success Swear Off Shortcuts Trade In Your Pride Never Pay Twice for the Same Mistake
John Maxwell
Qualities of a Leader
Teachability
For everything you gain, you lose something- Togain growth, give up your pride.
The Greatest mistake one can make in life is to be continually fearing you will make one. – Elbert Hubbard
As long as you’re green, you’re growing. As soon as your ripe, you start to rot – Ray Kroc
John Maxwell
Qualities of a Leader
VisionVision
You Can Seize Only What You Can See
John Maxwell
Vision
Vision Starts WithinVision Draws on Your HistoryVision Meets Others’ NeedsVision Helps You Gather
Resources
John Maxwell
Qualities of a Leader
Vision
The Inner Voice The Unhappy Voice The Successful Voice The Higher Voice
John Maxwell
Qualities of a Leader
Look For the Leader Within the Look For the Leader Within the PersonPerson
Look For the Leader Within the Person
PositivenessThe Ability to work with and see people and
situations in a positive way. Servanthood
The willingness to submit, play team ball, and follow the leader.
Growth PotentialA hunger for personal growthand
development; the ability to keep growing as the job expands.
John Maxwell
Developing Leaders Around You
Look For the Leader Within the Person
Follow-throughThe determination to get the job done
completely and with consistency. Loyalty
The willingness to always put the leader and the organization above personal desires.
ResiliencyThe ability to bounce back when problem
arise.John Maxwell
Developing Leaders Around You
Look For the Leader Within the Person
IntegrityTrustworthiness and solid character; consistent
words and walk. Big picture mind-set
The ability to see the whole organization and all of its needs.
DisciplineThe willingness to do what is required
regardless of personal mood. Gratitude
An attitude of thankfulness that becomes a way of life. John Maxwell
Developing Leaders Around You
T-eamworkT-eamwork L-eadership L-eadershipC-oaching C-oaching
The Who, the What & the How of Leadership
Coaches Chot Reyes & Tim Cone
WHO of LEADERSHIP
Most compelling leadership tool• is WHO we are• our values• our anchor principles• If this internal foundation has not been
laid….
• The Chot Reyes Story…..
MYTHS of LEADERSHIP
• Management Myth• Entrepreneur Myth• Knowledge Myth• Pioneer Myth• Position Myth
JOHNNY ABARRIENTOS- The Quiet Leader
• Humility• Magnetic• Competent
BONG HAWKINS- The Passionate Leader
• Self Discipline• Courage• Focus• Reliable
SEAN CHAMBER- The Gregarious Leader
• Relational• Positive Attitude• Character• Servanthood
JOJO LASTIMOSA- The Complete Leader
• Consistent• Honest Communication• Transparent• Humility• Supportive• Fulfilled promises• Listened
WHAT of LEADERSHIP
“ Leadership is not a privilege. It is a responsibility “
“ The team itself leads the team.” Phil Jackson
“ Leadership is Influence.”
HOW OF LEADERSHIP
• Managers who are coaches will be the norm.
• Team Coaching ABCDs:• awareness and acceptance• build trust levels • create cohesion• develop skills
CREATING COHESION
• needs time• courage• communication• connection
COMMUNICATION
• Spoken Words 7%• Tone of Voice 38%• Body Language 55%
SHARPENING SKILLS
• Fish Tank Theory• Comfort Zone vs Gift Zone• Be brilliant at the Basics
WHERE DO I BEGIN?
• Start with yourself• Practice ABCDs• Feedback
• Things you want to continue doing?• Things you want to stop doing?• Things you want to start doing