7 Steps to Becoming an Engaging Leader_1

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7 Ways to Become anEngaging Leader

A key challenge facing aspiring leaders is to learn how to

have others willingly follow them and then apply these lessons

James McNamara, 2009.


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James McNamara, 2011. All rights reserved Page | i

About James McNamara

James McNamara's mission is to "inspire and educate people to become contributing

leaders". James achieves this by working with managers and business owners to improve

their leadership effectiveness.

James is an experienced group facilitator, keynote presenter and one on one coach. He hasa detailed working knowledge of the leadership and communication skills which will

influence people to follow your lead willingly. Whether it's leading a team, selling a

product or service or managing a difficult behaviour, James provides unique and practical

insights on how to improve your results. Heres what others say...

Fantastic presentation! A must for leaders! Exceeded expectations!Great for any leader in any organisation! Debra Campbell, Queensland Police Service

Great learning experience. Should be a great help with my relationship and my work.

Mark Seedhouse, Cairns Regional Council

Well presented with excellent information.Anastasios Geongas

Excellent presenter. Very practical and valuable session. Howard Kemp, Queensland

Police Service

Great, energetic and full of useful material great!Peter Sith

Book him for at least 1 day. 1-2 hours was too short. One of the best session of the course.

Chris Cove.

Fantastic workshop following massive change. Creates reassurance and the ability tobelieve there is hope in bringing others/team along on the journey.Nikki Clements.

Hes fab brilliant great and inspiring! Worldwide Online Printing

Worth its weight in gold. Paul Strother, Cairns Regional Council

Excellent presentation! James was knowledgeable and gave relevant examples and tips.

Amy Ross-Reid

Connect to James McNamara and Impact Factory


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James McNamara, 2011. All rights reserved Page | ii

Legal Notice

While all attempts have been made to verify information provided in this publication,the Publisher assumes no responsibility for errors, omissions, or contrary

interpretation of the subject matter herein. Any perceived slights of specific persons,

peoples, or organisations are unintentional.

In practical advice books, like anything else in life, there are no guarantees success.

Readers are cautioned to rely on their own judgment about their individual

circumstances and to act accordingly.

Copyright The Impact Factory

The copyright of and title to this document belongs to James McNamara and

The Impact Factory.

This product may not be sold individually or as part of a package. This product may

not be rebranded.

You may pass this product onto anybody who you think would enjoy it and gain valuefrom it.

[email protected] for further enquiries.


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James McNamara, 2011. All rights reserved Page | iii

Table of Contents

About James McNamara .................................................................................. iLegal Notice ..................................................................................................... iiIntroduction ...................................................................................................... 41. Lead With Purpose .................................................................................. 5

2.

Be Proactive and Exercise Your Power to Act......................................... 5

3. Know Your People ................................................................................... 64. Trust is a Doing Word .............................................................................. 75. Listening is The Most Powerful Influencing Skill of All ............................. 86. Speak up Authentically ............................................................................ 87. Be an Enabler .......................................................................................... 9Conclusion ..................................................................................................... 10Bibliography ................................................................................................... 11Now You Can Bring the 7 Steps to Becoming an Engaging Leader

into Your Organisation ........................................................................... 12


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James McNamara, 2011. All rights reserved Page | 4

Introduction

There are innumerable definitions of leadership, you dont need another one. This e-book

will focus on a key aspect of leadership success engaging others.

History will show that the greatest leaders of the 21st Century werent the stereotypical

super-human business gurus. Instead, the great leaders of this century will be those who

align people to a common purpose and harness the collective genius of their whole

organisation!

Management science in now evolving at a snails pace (Hamel)... when just about everything

else is evolving at the speed of light. It is time for a new breed of leaders. This new breed of

leaders will be influencers, collaborators and innovators not lone rangers. Their power will

come from purpose rather than from command and control. Most importantly, these leaders

will have willing followers!

If youd like to zero in on the essential principles that will help you to become a new breed of

leader who is purpose driven, a collaborator, an influencer and an innovator, then this

document holds some unique insight for you.

Begin by considering how to get others to willingly follow your lead. Further considerwho

you need to be and what do you need to do that others will follow you willingly. To

successfully resolve these questions requires a new way of thinking that replace judgment

with curiosity, competition with collaboration, inference with innovation and telling with

listening.

7 Ways to Become an Engaging Leader is a unique grass roots leadership paradigm that

has been developed from experience with hundreds of Australian managers in both the

private and public sectors. It provides practical and sustainable solutions to age old problems

faced by managers such as

fostering innovation with fresh and creative ideas

building solidarity through shared purpose, vision and values

using different leadership styles in different situations

leading team members to achieve their full potential

turning around poor performance and unacceptable behaviour

being clear and confident in your leadership strategy and decision making

communicating with influence and achieving results

cultivating productive working relationships

and more

This approach dovetails with the five capabilities of the QPSC Capability and Leadership

Frameworkand has already been proven during 2010 with various Queensland GovernmentAgencies as well as private sector organisations. The seven ways to becoming an engaging

leader are


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achieve and make its contribution. People are more likely to follow a leader who is building

a legacy and showing others how to be part of that journey.

So being proactive is acting on purpose. This means operating at a level that is well above

the game of interpersonal skirmish played by so many in todays organisations. Leaders who

act on purpose and help others to do the same will experience less conflict, apathy, sabotage,

low morale, poor performance and unacceptable behaviour than leaders who dont.

Proactive people value responsibility, accountability and ownership. Equally proactive

people avoid blame, denial and excuses. Proactive leaders inspire and compel their followers

to adopt a similar approach to the task at hand.

When being proactive, leaders must remember to balance the courage to take action with

consideration for the needs of others.

3. Know Your People

We dont see the world as it is, we see the world as we are! Anais Nin

Our own view represents just one way of looking at things just one paradigm. The ideas,

behaviours and personalities of other people represent a multitude of different ways of

looking at things.

These differences present a fascinating paradox. On the one hand many people find

differences confronting and difficult to work with. Yet on the other hand differences can

provide new and fresh insight. When embraced, difference can show us where our own

vision is incomplete.

To embrace change and discover new insights into old problems different thinking choices

are required. The first choice needed is to explore differences instead of judging them as

good or bad. When people are committed to a purpose and are proactive, they find it much

easier to suspend judgement and step outside of the limits of the right/wrong paradigm.

The second key is to understand and rationalise how people differ to us. Models of

personality and behavioural styles provide refreshing insight when trying to understand the

behaviour of others. It is important that the model chosen to study is robust enough to

provide useful insight, while being simple enough to draw on when conversing with another

person. DISC is one such model that provides powerful insight while being simple enough to

use on the run.

When a person can understand the behaviour of another, they are in a better position to

respond proactively, non-judgementally and non-blamefully to the behaviour. Onceunderstanding is achieved, leaders and their teams can work to each others strengths instead

of being frustrated by their differences.


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4. Trust is a Doing Word

People dont leave organisations... they leave bosses. Anonymous

Trust is central to healthy relationships, performance and engagement at work. While trust is

often hard to define, it is easy to see when trust is absent. Trust is more than a reassuring

feeling. Trust is a doing word... trust is built on trustworthiness.

A person is judged by others as being trustworthy (or not) based on their behaviour. A

persons behaviour gives great insight into their character and their ability to achieve results.

When it comes to assessing trustworthiness people not only want evidence of honesty

integrity and truthfulness, they also want evidence of ones ability to achieve results.

Maintaining trust in a relationship is like maintaining any asset. If you look after the asset

with regular maintenance it will continue working well and be there when you need it most.

However if you neglect the asset, it will run down and eventually fail... permanently! Its

funny to think that many people and organisations will put more time and attention to

maintaining the company car then they doing into maintaining trusting relationships at work.

As such, building trust is not a one off event. Trust building is a consistent style of behaviour

that includes;

Taking the time and attention to understand the other person

Keeping the promises that you make

Honouring those not present

Communicating openly and frequently

Caring enough to have those difficult conversations when needed

Going back and cleaning things up when promises are broken and feelings are hurt

Extending trust to others

Clarifying expectations

Being accountable and achieving results

I have found that by trusting people until they prove themselves

unworthy of that trust, a lot more happens.

Jim Burke, Former CEO Johnson and Johnson


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5. Listening is The Most Powerful

Influencing Skill of All

You cant dig a new hole by trying to dig the same hole deeper. De Bono

Communication inside organisations often turns out to be a competitive exercise in which the

first person to draw breath is declared the listener. This competitive battle serves to justify

current thinking, reduces trust, leads to inflexible responses and maintains the same linear

style of thinking that caused the problem in the first place.

The need to be right (or fear of being wrong) reduces peoples willingness to consider others

ideas and opinions. A compelling purpose takes the focus of individual rightness and onto

common contribution.

At this point it is important to consider another fundamental human need the need to be

understood and accepted. A persons use of quality active listening fulfils this need in others.Once the other person believes that you understand their situation and that you accept them,

they will be much more likely to listen to you. Conversely if you take the competitive (i.e. I

am right!) approach, you are more likely to experience resistance which if maintained over

time can even develop into resentment and disengagement.

Active listening builds trust because it is trustworthy behaviour. By listening and genuinely

trying to understand the other person you are being trustworthy with their thoughts, ideas,

vulnerabilities and plans. Additionally you give yourself the best chance to create new

insight and ideas by understanding how the other person sees the world. This approach

allows both parties to unfreeze their position/opinion and consider new alternatives while

preserving the relationship.

The challenge with listening is that it takes time. The reality is that most other approaches to

solving interpersonal difficulties take longer!

6. Speak up Authentically"The way we communicate with others and with ourselves

ultimately determines the quality of our lives." Anthony Robbins

If active listening is the yin of communication then speaking up authentically is the yang.

Managers need to be able to do both well. In terms of speaking up, managers must be able to

inspire and educate people towards the organisations purpose, give feedback, address

unacceptable behaviour, coach, delegate, direct and so on.

Authentic leaders speak up for what they believe in particularly the organisations purpose,

values, goals, policies and procedures. Authentic leaders own what they say and signify this

by using I language. They communicate non-blamefully and non-judgementally. And most


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importantly, they dont back away from having the difficult conversations associated with a

persons poor performance or unacceptable behaviour. Equally they are prepared to

respectfully challenge a policy or procedure when they see that it does not align with the

organisations purpose.

In particular, authentic leaders have mastered seven key messages;

self expression saying no asking for help addressing unacceptable behaviour giving feedback delegating apologising and saying thankyou

Finally, authentic leaders know how to change gears (from speaking up to listening) as a

way of facilitating quality dialogue.

7. Be an Enabler

A good leader inspires people to have confidence in the leader, a great leader inspires

people to have confidence in themselves. Anonymous

Leaders should set out to make their team members as successful as they can be. The

strategy here is to be an enabler to lead the person in theirbest way, to clear blockages and

provide resources. All of these things allow a follower to be and do their best at work.

For a leader to be an enabler they must firstly meet the follower where they are, then take

them forward. To do this effectively leaders need use more than one leadership style

depending on the skills, engagement level and confidence of the individual follower.

This means balancing the level of specific instruction with the amount of two waycommunication used. Hersey and Blanchard describe four leadership styles which can be

derived from such afollower centredapproach directing, coaching, mentoring and

delegating.

As a persons levels of skill, confidence and engagement increase so too does their readiness

to follow their leader. This means that over time the leader can adjust their style away from

the time intensive interventions of directing and coaching to the less time intensive styles of

mentoring and delegating.

In addition to using different leadership styles the enabling leader clears the way for their

subordinates to succeed. This may include activities such as; ensuring plans are aligned to


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organisational purpose, supporting with stakeholder management, connecting with key

influencers, providing resources, being a sounding board and mentor, and assisting the

individual to grow and develop.

ConclusionWho do you have to become in order for people to willingly follow your lead?

James McNamara

To arrest the declining engagement levels in todays organisations, the next generation of

leaders will need to lead on purpose, influence the thinking and behavior of others,

collaborate and innovate. These leaders will realise that allocating time to the human side of

their business is a must they will know that being too busy to pay attention to the human

needs within their organisation will burn infinitely more of their time in the long run.

The 7 Ways to Becoming an Engaging Leader provide the key conditions for empowerment

in the workplace, including;

Alignment of daily activities to overall organisational purpose

Acceptance and understanding of individual differences and style

Building trust from trustworthy behaviour

Effective communication

Leadership style matching the followers individuals needs

Listening to gain genuine understanding The courage to speak up and effectively address performance and conduct issues

It takes courage to be an engaging leader. By following these strategies leaders can develop

new levels of performance and harmony at work go ahead, get started and let the results

speak for themselves.

James McNamara

Founder The Impact Factory

www.impactfactory.com.au

[email protected]

1300 790 150 | 0408762 584


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Bibliography

Queensland Public Service Commission, QPS Capability and Leadership Framework, The

State of Queensland (Public Service Commission) 2008., http://www.psc.qld.gov.au

The Human Givens Institute, The Human Givens Approach online post,

http://www.hgi.org.uk

J. Gallop, Q12 Meta-Analysis: The Relationship Between Engagement at Work and

Organizational Outcomes, Gallop Inc, www.gallup.com/consulting/126806/q12-meta-

analysis.aspx

P. Hersey, K. Blanchard, D. Johnson, Management of Organizational Behaviour Leading

Human Resources, Prentice Hall, New Jersey, 2001

G. Hamel, Management MUST Be Reinvented, online post,

http://www.youtube.com/watch?v=TVX8XhiR1UY


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Now You Can Bring the

7 Steps to Becoming an Engaging Leader

into Your Organisation

Keynote Presentation

The powerful and inspiring overview of the 7 steps and can be delivered in 90-120 minutes to

audiences of all sizes. This is ideal for a conference breakfast session or to add real punch to

your after lunch conference agenda. Heres what others have said about this presentation.

Excellent presenter. Very practical and valuable session.

Howard Kemp, Manager Executive Development Unit, Qld Police Academy.

Book him for at least 1 day. 1-2 hours was too short. One of the best session of the course.

Chris Cove, Participant in local government conference.

Half Day Workshop

This provides a more in depth overview with participants being about to interact and more time

allowed for points to be discussed. This session is ideal for up to 20 people.

"The facilitator's energy was the best thing."

"Great session! Very enjoyable, very useful. Thanks!"Participants from Qld Treasurys Professional Excellence Program.

Full Day Workshop

This session looks at each of the 7 steps in greater detail with participants being able to discuss,

reflect and work in groups as they explore this leadership material (see flyer on the next page).

Heres what others have said about the full day workshop...

All managers and supervisors should do this course. If you get these skills right the rest is easy.

M. Kerl, QLD Transport.

The most beneficial training I have done in the past 10 years. Perfectly related and specific to

my current role and situation. A genuine eye opener.

Scott Gettings.

Fantastic workshop following massive change. Creates reassurance and the ability to believe

there is hope in bringing others/team along on the journey.

Nikki Clements.

Contact James McNamara: 1300 790 150 | 0408 762 584 | [email protected]


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Workshop Details

For in-house workshops call 1300 790 150

For public workshop dates visit www impactfactory com au/events

7 Steps to Becomingan Engaging Leader

All managers and supervisors should do this course. If you getthese skills right, the rest is easy. M. Kerl, QLD Transport

Imagine if you could read people, picktheir particular personality type andunderstand how to instantly lead, influenceand motivate them. Instead of being

frustrated or frustrated by the behaviour ofothers, youll actually know how torespond predict what people will do andsay in a variety of situations with uncannyaccuracy.

By having excellent leadership skillsyou would be in the enviable position ofbeing able to know...

How to get people to willingly

follow you

How to be recognised for career

advancement opportunities

How to project a confident and

professional self image

How to proactively work withdifficult people instead of feeling

frustrated and stressed by them How to influence people to accept

your ideas

How to use more than one leadership

style to achieve better results

How to say No and address othersunacceptable behaviour

Excellent leadership skillscan be learned

You can learn to be an exceptionalleader, even if you dont see yourself asa natural people person. What wouldit mean to your career if you could workexceptionally well with all kinds ofpeople, eliminate conflicts and help

your team perform better? Youd be inhot demand by your organisation!

I certainly picked up ideas which couldbe used in different situationsK Smith.

Hes Fab. Brilliant!Eytan Jacobs.

Worth its weight in gold. P Strother

Engaging Leadership

This superb workshop is a treasurechest of effective techniques that youcan use immediately.

Youll master the essential people skillsfor building positive and productive

relationships including An amazing leadership formula that

makes it remarkably simple toachieve sensational results

4 little known assertiveness secrets toprevent conflicts & unnecessaryproblems before they occur

Insider secrets on how to handle the10 most difficult types of people

Understanding yourself better andgain new insights into effectivecommunication strategies

A sure-fire system to understand othersand achieve new levels of cooperation

Cope more effectively with whateverbehaviour is thrown at you

Easy ways to stop others fromdumping their problems onto you

How to recognise and avoid the 12things people inadvertently do thatactually cause communication

problems

Be more confident and have more funworking with people

Heres what past participants said

Very well presented, easy tounderstand and relevant, practical toolwhich can be easily implemented in anywork environment. Janelle Kaye.

This workshop would be of greatuse to middle management. The flowand building of concepts was clear andmatched together well. Anon.

7 Great Reasons to Book Today!

This one day workshop will bring

improvements to all of your personaland professional relationships. Byattending youll enjoy these benefits

1.Youll learn the effective assertivenessskills that make you a powerful leader

2.Youll learn practical proventechniques for effectively leading all

types of people

3.Youll be able to deal with difficultpeople and achieve positive outcomes eliminating much interpersonalstress

4.This workshop receives a 94.5%approval rating based on writtenfeedback from actual participants

5.Youll be seen as a problem solverwho can work through any challengeto achieve results

6.Youll be able to defuse conflicts and

bring about win-win agreements7.Youll be certain and confident in your

approach to leadership andcommunication

Your Satisfaction is Guaranteed

In this workshop youll identifyyourcurrent biggest communication andleadership challenges. Youll be able toapply the content specifically to yoursituation. And youll identifybreakthrough strategies that you canbegin implementing straight away!

Special Offer

Youll receive a FREEBehaviouralStyles Profile in this workshop valuedat $29. By completing this profile youll

discover your predominant style andgain valuable insight into working moreeffectively with others.

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