Ns2 leadershipc3

  • View
    73

  • Download
    0

Embed Size (px)

DESCRIPTION

 

Text of Ns2 leadershipc3

  • 1. CHAPTER 3 LEADERSHIP SKILLS

2. People behave in ways that will best satisfy their needs. AirWater Survival is the most basic human need.Food Higher needs are felt only after basic needs are satisfied. 3. Food and safety seldom bring happiness or sense of accomplishment. The satisfaction of higher needs brings a sense of well-being and pride. 4. Survival needs are similar for all people. Higher needs vary greatly mainly because of the environment in which the individual has grown up. 5. This chapter covers those things that influence the behavior of people.Knowledge of human nature, and what makes people behave as they do, is important for a leader. 6. Everyone understands the basic needs for food, water, and shelter. 7. Once basic needs are satisfied, desire for job approval, recognition, and achievement will quickly take over. 8. Higher needs may never be completely satisfied. That is probably good for it might stop new ideas and initiatives. 9. Abraham Maslow was one of the foremost writers on peoples needs as motivators. 10. His theory was that needs are arranged from lowest (physiological) to highest (selffulfillment) in a hierarchy of needs order. 11. Individuals will try to satisfy all or nearly all of the lowest level needs before they are motivated to try those at higher levels. 12. Motivation The psychological feature that arouses an individual to action toward a desired goal The reason for the action That which gives purpose and direction to behavior 13. Two of Napoleons many quotes addressed the concept long before Maslows theory.An army marches on its stomach. A soldier will fight long and hard for a bit of colored ribbon. 14. A leader must be sure that the basic needs of subordinates are satisfied, then try to satisfy their higher needs. 15. Leaders can satisfy higher needs by: ensuring subordinates work gives them the rewards of ~ belonging ~ status ~ advancement assigning jobs in a way that each person does their part well and all work toward the units goal 16. Most people seek growth in their work. They want: job responsibilities that use their technical knowledge and ability to become skilled in their trade 17. Mastery of a job adds to a sense of achievement. Doing a good job in itself must be personally rewarding. 18. People also desire proper recognition for doing a job well. This increases the drive to succeed. 19. Calling attention to mistakes is necessary, but recognition of mistakes alone will decrease the desire to achieve. 20. After inspecting a job, give deserved compliments first, then follow with constructive criticism, if needed. 21. Constructive Criticism The process of offering valid and well-reasoned opinions about the work of others, usually involving both positive and negative comments, in a friendly manner rather than an oppositional one Criticism or advice that is useful and intended to help or improve something, often with an offer of possible solutions 22. Most people want to contribute to the success of the unit and organization, but they generally need a boost or reward for doing a good job. Leaders must remember this human nature factor. 23. Sometimes a leader needs to impose discipline when necessary to improve attitude or performance: ~ additional physical training ~ verbal reprimand ~ written report ~ withhold advancement recommendation 24. However, punishment alone cannot motivate. Motivation is an inner force.The motivated person is self-starting and self-controlled. 25. What makes people want to do a better job? 26. In the civilian world, people doing a better job directly affect production, relationships with unions, and profits. 27. In the Navy, these things directly affect morale, readiness, and reenlistments. 28. Surveys indicate there are nine main factors motivating people to do a better job. In order of importance: 1. Feeling that ones work is important 2. Opportunity to do interesting work 3. Opportunity for self-development and improvement 4. Good pay 5. Chance for advancement 6. Respect as an individual 7. Chance to produce work of high quality 8. Knowing what is going on in the organization 9. High degree of freedom on the job 29. Motivating People To Do A Better Job1. Feeling that ones work is important 30. Motivating People To Do A Better Job2. Opportunity to do interesting work 31. Motivating People To Do A Better Job3. Opportunity for self-development and improvement 32. Motivating People To Do A Better Job4. Good pay 33. Motivating People To Do A Better Job5. Chance for advancement 34. Motivating People To Do A Better Job6. Respect as an individual 35. Motivating People To Do A Better Job7. Chance to produce work of high quality 36. Motivating People To Do A Better Job8. Knowing what is going on in the organization 37. Motivating People To Do A Better Job9. High degree of freedom on the job 38. Motivating People To Do A Better Job Items most often put at the bottom of any such motivations listing are: the threat of disciplinary action not having to work too hard working under close supervision Note that these three factors are negative, whereas the previous nine factors were all positive. 39. Supervision Management by overseeing the performance or operation of a person or group 40. To help motivate, a leader must: give each the chance to develop abilities and talents allow initiative and judgment within constraints 41. Talent A marked innate ability, as for artistic accomplishment Natural endowment or ability of a superior quality 42. High morale is the result of effective leadership. 43. High MoraleNo direction of human activity is possible without it. No failure is final until morale is destroyed. 44. Morale is based on the belief of the leader in the follower. 45. Morale is based on the belief of the leader in the follower, of the follower in the leader. 46. Morale is based on the belief of the leader in the follower, of the follower in the leader, of each in themselves. 47. Morale is based on the belief of the leader in the follower, of the follower in the leader, of each in themselves, and both in the cause. 48. Morale The state of mind of an individual affected by: ~ living conditions ~ food ~ quarters ~ pay ~ duties ~ how important a person feels within the group 49. Everything that makes a person feel well and satisfied builds up morale. 50. Everything that bothers a person lowers morale. 51. To have high morale, an individual must first have standards and goals that make daily life meaningful. 52. Second, they need to know what must be completed or solved in order to reach those goals. 53. Third, a persons basic goals must be in line with other members of the group who provide support in times of stress. 54. The leader must realize that high morale is present only in groups that are disciplined and efficient. 55. Morale can be measured by inspections of personnel and their equipment. 56. Interviews can help determine if unit morale is high or low. 57. Remember, nothing will destroy morale so surely as inactivity and boredom. A leader must plan a mix of work and play to build and maintain high morale. 58. Following are some general rules for building high morale in a unit. The leader should: 1. Make people confident in his or her ability. 2. Stay in touch with individuals problems and wishes. 3. Be consistent and fair in assigning duties and in giving rewards and punishments. 4. Show people that he or she respects them and is proud to be with them. 59. Following are some general rules for building high morale in a unit. The leader should: 5. Keep well informed of attitudes. 6. Be accessible. 7. Participate in planning and carrying out unit activities. 8. Actively supervise lower-ranking leaders to be sure that they do their jobs with the units welfare in mind. 9. See that people have plenty of opportunity for further education. 60. Following are some general rules for building high morale in a unit. The leader should: 10. Always be friendly, courteous and tactful. 11. Know each individual by name. 61. It is good business for leaders to stay in touch with each of their subordinates. It is one of the most effective ways of letting people know they are important. 62. A leader must believe that each person has something of value to say and may know something the leader does not. 63. Starting a Conversation A leader should begin a conversation with a subject of interest to the subordinate.Break the ice about unit activity, school athletics, clubs, etc., not about health, finances, family, or hobbies. 64. Starting a Conversation A leader should remember three things when starting a conversation: No one wants their private affairs pried into. 65. Starting a Conversation A leader should remember three things when starting a conversation: No one wants their private affairs pried into. Many people like to talk about themselves to someone they can trust. 66. Starting a Conversation A leader should remember three things when starting a conversation: No one wants their private affairs pried into. Many people like to talk about themselves to someone they can trust. The key to getting acquainted is a sincere and unselfish interest in the people being approached. 67. Starting a Conversation Probably the best opening subject is something about their work, which will be of interest to both. 68. Starting a Conversation The following are some conversation starters that may be helpful: A question about what they are doing or planning to do 69. Starting a Conversation The following are some conversation starters that may be helpful: A question about what they are doing or planning to do A comment on their skill or speed in doing the work 70. Starting a Conversation The following are some conversation starters that may be helpful: A question about what they are doing or planning to