Your Leadership Bootcamp

Create Your Unique Impact

Workbook

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Workshop Objectives

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Welcome to the Build Your Leadership Brand program, where you will:

• Build the confidence to take the next step in your career• Create a greater sense of belonging• Move away from self-limiting beliefs• Stop silencing yourself• Allow your experience and expertise to shine through• Start building your valuable network• Develop a roadmap for success

Your Name

Date

Table of Contents

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Topic Page

Balancing Competence & Presence 5

Exploring Your Strengths & Impact Statements 13

Styles at Work 19

Verbal & Non Verbal Communication 22

People in My Environment 25

Versatility 27

Dealing with Common Difficulties 28

In this mini Build Your Leadership Brand Workbook, you will see a small number of topics from the overall program.

Build Your Leadership Brand

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Personal Presence

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Personal presence is that natural, unforced quality we recognise in people who are confident, comfortable in their own skins and true to themselves. We have all met people with presence – those individuals we feel drawn to. They are noticed, listened to, respected, trusted and followed.

For a small few it comes naturally, for most leaders it requires effort.

Exercise

1. Work individually.2. Complete the presence self-assessment on the following

page.3. Then, answer the three questions on the next following

page.4. Allow 5 minutes.

What’s Holding Your Presence Back?

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TimidSomeone lacking in conviction or boldness or courage

ConfidentSomeone who is free from doubt and has

belief in themselves and their abilities

1 2 3 4 5 6 7 8 9 10

AwkwardSomeone lacking grace or skill in manner or movement or performance

ComfortableSomeone who is free from stress or enjoys a

state of mental ease; having or affording peace of mind.

1 2 3 4 5 6 7 8 9 10

FakeA person who pretends to be something they are not

True to myselfSomeone whose behavior is aligned with

who they really are

1 2 3 4 5 6 7 8 9 10

OverlookedSomeone whose input and knowledge is not taken into account

NoticedSomeone who is seen as a key contributor

and whose advice is considered

1 2 3 4 5 6 7 8 9 10

IgnoredSomeone whose voice is not heard; sometimes other people talk over them

Listened toSomeone whose opinions are interesting to

others who show they are listening

1 2 3 4 5 6 7 8 9 10

Not respectedSomeone who isn’t respected by others; may be belittled or embarrassed publicly

RespectedSomeone who others tend to look up to

1 2 3 4 5 6 7 8 9 10

DoubtedSomeone whose views and opinions don’t hold much credibility

TrustedSomeone who is credible and believable

1 2 3 4 5 6 7 8 9 10

DisregardedSomeone whose position tends to be dismissed as unimportant

FollowedSomeone that others naturally seek out and

gravitate to

1 2 3 4 5 6 7 8 9 10

Circle a number on the scale below that best describes where you feel you are currently the majority of the time.

What’s Holding Your Presence Back?

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What are your key strengths?

What do you need to address?

What are your conclusions?

Leadership Competence

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Competence is the ability to do something successfully or efficiently. It defines the knowledge, skills and attributes needed for individuals to perform the job effectively within an organisation. It is a measurable characteristic of a person that is related to success at work.

You can’t fake creativity and competence, Douglas Copeland

Activity

1. Work individually.2. Complete the competence self-assessment on the following

page.3. Then, answer the three questions on the next following

page.4. Allow 5 minutes

What’s Holding Your Competence Back?

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Technical IncompetenceSomeone lacking in the skills & expertise to exercise strong professional judgment

Technical ExpertiseSomeone who has built subject matter expertise and is regarded as an expert

1 2 3 4 5 6 7 8 9 10

Poor JudgmentSomeone lacking the ability to make well-thought through decisions

Good Decision-MakingSomeone who uses tools and techniques for

making sound decisions

1 2 3 4 5 6 7 8 9 10

ManipulatingA person who maneouvers and uses means fair or foul to achieve an end

InfluencingSomeone who uses their influencing skills to

achieve good outcome and performance

1 2 3 4 5 6 7 8 9 10

DishonestySomeone who is willing to fabricate and create falsehoods to achieve their purpose.

Integrity & AccountabilitySomeone who is seen as honest and

accountable, taking responsibility

1 2 3 4 5 6 7 8 9 10

Poor CommunicationSomeone who fails to communicate in an effective and consistent way

Engaging CommunicationSomeone who communicates in an

engaging, effective way

1 2 3 4 5 6 7 8 9 10

SelfishSomeone who focuses on their own career gains

Developing OthersSomeone who gives others the opportunity

to shine and helps them get there

1 2 3 4 5 6 7 8 9 10

Risk AverseSomeone who struggles to face risks and rarely takes a chance to innovate

InnovativeSomeone who bold, curious and excited to

explore new options

1 2 3 4 5 6 7 8 9 10

Quit and StaySomeone whose behaviour is apathetic, lazy and uninterested

Drive/PurposeSomeone who is driven to achieve a

purpose, and acts with motivation and passion

1 2 3 4 5 6 7 8 9 10

Circle a number on the scale below that best describes where you feel you are currently the majority of the time.

What’s Holding Your Competence Back?

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What are your key strengths?

What do you need to address?

What are your conclusions?

Reaching The Pinnacle

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FindingFalsePeaks

ReachingThe

Pinnacle

Walkingthe

Cliff’s Edge

StuckIn theValley

CO

MP

ET

EN

CE

PRESENCE

H

L H

Actions:

Stepping Forward

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Stuck in the ValleyYou haven’t started climbing the mountain yet. You’ve got no mountain gear and not much enthusiasm. Maybe you can hide in a log cabin.

Walking the Cliff’s EdgeYou’ve told everyone you are a skilled mountain climber, but the bad weather is closing in and you don’t have the equipment, tools and techniques to reach the summit. Maybe you can pretend you got there. Who will know?

Finding False PeaksYou’ve got the technical tools and skills to summit the mountain, but you keep hitting false peaks and your inner voice says you may not be capable of reaching the top. You hope your technical skills will get you there.

Reaching the PinnacleYour mountain climbing skills are well honed through practice. Above all you believe you can achieve whatever you put your mind to. You trust yourself and others and you harness the power of individuals and the team to think creatively, overcome obstacles and course correct along the way. You know the outcome is far greater than the sum of its parts.

Exploring Your Strengths

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What does a leadership strength look like?• A competence you

consistently demonstrateto a high level

• It’s something that comeseasily to you

• When you are using yourleadership strength, youfeel fulfilled

• Its power lies in how ithelps others

• It is probably a trait thatothers compliment you on

List your leadership strengths

Select Your Leadership Strengths1. Mark those strengths from the following 2 pages that most strongly

resonate with you.2. Now, narrow it down to 4-5 strengths which describe you at your core and

list them below.3. It can help to consider what others say about you as much as how you

perceive yourself.

Your Leadership Strengths

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Aligning resources: An ability to put together teams, lead collaborative efforts or get the right people in the room at the right time.

Demonstrating regard for others: An ability to engage, coach, mentor, support and show interest in others.

Leading change: An ability to identify the need for change, initiate efforts, course correct and hold engagement throughout the process.

Driving results: An ability to motivate others, make tough calls and act with decisiveness and determination.

Communicating: An ability to inform timeously, listen effectively and keep live dialogue.

Ideas creation: An ability to question the norm, break down boundaries and demonstrate creative thinking and innovative practices.

Lead process management: An ability to define, implement and troubleshoot processes and systems necessary for organisational efficiency and effectiveness.

Analysing: An ability to synthesize data, generate ideas and transform ideas into action through rational and critical thinking.

Serving as an enhancer: An ability to learn quickly, digest, apply new thinking and empower others to take forward.

Your Leadership Strengths

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Developing strategy: An ability to assess and respond to opportunities and challenges by creating a clear path forward.

Executing: An ability to carry out and complete a project or initiative through available systems and people.

Influencing others: An ability to persuade, open others’ minds and engender support.

Lead high performance: An ability to mobilise people’s energy, provide challenges, confront developmental issues and attain high performance in others.

Discernment: An ability to see the logic in things, assess differences, seek truth and use sound judgement.

Being versatile: An ability to adapt to the needs of others, minimize relationship tension, proactively manage conflict and build trust.

Developing others: An ability to mentor, coach and grow the next generation of organizational leaders.

Negotiating: An ability to overcome positional thinking, work from common interests and create win-win outcomes.

Visioning: An ability to envision an inspiring and ambitious view of desired longer-term outcome, communicate it and align people to it.

Facilitating: An ability to bring about exploring, learning and understanding through proactive and engaged activity.

Communicating Your Value

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Strengths

What you do best

Leadership Strength

How that helps others

Value

How it impacts your customers

Who are your customers?

Impact Statements

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Taking each of your leadership strengths in turn, create a powerful statement that communicates the impact of your strength on your customers.

Put simply, how does your leadership strength help your customers?

For example,

Leading changeI have the vision and energy to engage and empower others tocreate, innovate and transform inefficient support servicefunctions to lean, future focused business enablers.

Leadership strength 1:

Leadership strength 2:

Impact statements

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Leadership strength 3:

Leadership strength 4:

Leadership strength 5:

Styles at Work

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Styles at Work

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Driver

Expressive

Analytical

Amiable

Styles at Work

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What changes do I want to make?

Your Notes:

Verbal & Non-Verbal Communication

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38%

55%

7%

ELEMENTS OF COMMUNICATION (MEHRABIAN)Vocal Visual Verbal

“There are four ways, and only four ways, in which we have contact with the world. We are evaluated and classified by these four

contacts: what we do, how we look, what we say, and how we say it.” Dale Carnegie

How You Use Your Body

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YOUR BODY LANGUAGE

Action Planner

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3 things I will start doing

3 things I will stop doing

Thinking about everything you know about verbal and non-verbal communication, what will you do to improve your overall personal brand?

People in My Environment

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Choose three people with whom you interact the most and who have an impact on your career success.

NameStyleHow are they different from you?

NameStyleHow are they different from you?

NameStyleHow are they different from you?

Styles at Work

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The Amiable Style: Friendly, Supportive & Relationship-DrivenPeople with an Amiable Style openly display their feelings to others. They appear less demanding and generally more agreeable than others. They are interested in achieving a rapport with others who often describe them as informal, casual and easy going.They need: Personal Security & HarmonyTheir orientation: RelationshipsTheir growth action: To Initiate

The Analytical Style: Thoughtful, Reserved & Slow-PacedPeople with an Analytical Style are typically described by others as quiet, logical and sometimes reserved or cautious. They tend to appear distant from others and may not communicate unless there is a specific need to do so.They need: To Be Right & RespectedTheir orientation: ThinkingTheir growth action: To Declare

The Driving Style: Controlling, Decisive & Fast-pacedPeople with a Driving Style are seen by others as direct, active, forceful and determined. They initiate social interaction and they focus their efforts and the efforts of others on the goals and objectives they wish to be accomplished.They need: Control & ResultsTheir orientation is: ActionTheir growth action: To Listen

The Expressive Style: Enthusiastic & EmotionalPeople with an Expressive Style tend to be more willing to make their feelings known to others. They can appear to react impulsively and openly show both positive and negative feelings. They are typically described by others as personable, talkative and sometimes opinionated.They need: Personal Approval & RecognitionTheir orientation: SpontaneityTheir growth action: To Check Source: Tracom

When Conflict Arises

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Versatility Guide

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Analytical Style Driving StyleTips for how to work with Analytical Style people

Tips for how to work with Driving Style people

• Take your time• Communicate

clearly & concisely

• Don’t pressure for answers

• Respect their processes

• Ask directly for their feedback

• Give them space

• Respect their time and get to the point

• Stick to the facts

• Follow up on your promises

• Show your competence

• Earn their trust by acting quickly

• Let them have the feeling of some control

Amiable Style Expressive StyleTips for how to work with Amiable Style people

Tips for how to work with Expressive Style people

• Approach conflict carefully

1. Get to know them

2. Consider their perspectives

• Draw out their opinions by asking questions

1. Handle issues in private

2. Always be courteous

• Laugh with them

1. Listen to their opinions

2. Think big picture

• Recognise their contributions

1. Lighten up and be positive

2. Form a friendship

Research indicates that it doesn’t matter which social style you are; what matters is how versatile you are in communicating with other styles.

My Social Experiments

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Scientific method is a method of procedure that has characterized natural science since the 17th century, consisting in systematic observation, measurement, and experiment, and the formulation, testing, and modification of hypotheses.

Social Experiment is a category of human research which test a human's reaction to certain situations or event.

Exercise1. Choose an area you really want to improve.2. Design your experiment.3. Refine it with a partner.

Step Notes1: Ask a question.

2: Do background research

3: Construct a hypothesis.

4: Test your hypothesis by doing an experiment.

5: Analyze the data and draw a conclusion.

6: Share your results.

Accountability Partners

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One of the best ways to motivate yourself do get something done is by holding yourself accountable to someone you respect. Sometimes we just need that extra boost to complete the hard yards.

You are going to team up and hold each other accountable!

Step 1) Pre-planningAgree to meet in 4 weeks’ timeBook the time and place in your calendarsShare your brand posters and social experiment plans with each other

Step 2) MeetingDiscuss your progress. What was easy? What was hard? What worked or didn’t work? How did you feel about it?Practice asking each other open questions and then just listening, really listeningHold each other accountable for your progress