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Breakthrough Leadership for Organisational
Excellence
1.0 Introduction
Expectations From the Program
Objective of This Program
Impart managerial and leadership skills to enable employees to discharge their current roles effectively and prepare for future leadership roles and positions.
Training Program Objectives
● Understand how to manage change● Developing leadership qualities● Understand how to nurture your team through
Delegating Coaching and mentoring Motivating Feedback
● Understand the process of setting goals● Reflect on the art of decision making● Understand effective ways of conflict resolution
2.0 Managing Change
Module Objectives – Managing Change
By the end of this module you will be able to understand: ● What is change● RONC (risk of not changing)● The different stages one undergoes when there is a
change● Where you stand on your ability to change● The difference between first-order and second-order
change● Simple steps to be followed for proactive change
What is Change?
● Change is Differences in the way things are or Making things different.
Risk of not changing or RONC = opportunity lost + loss in existing business .
People and organizations either change or they become victims of change.
- Unknown
Change can be reactive or proactive
Change before it comes.
- Jack Welch
Planned Change
● Involves activities that are intentional and goal-oriented
● The goals of planned change Improve the ability of the organization to
anticipate and adapt to changes in its environment.
Change in employee behavior● Based on the magnitude, planned change can be
first-order change or second-order change.
ADKAR Model
SuccessfulChange
Post Implementation
Implementation
Concept andDesign Business Need Awareness Desire Knowledge Ability Reinforcement
Diagram 2 – ADKAR Model
How Can You Learn Mastery Of The Process Of Change?
● Make change the norm● Keep the rules to a minimum● Move people around● Hire for hybrid vigour● Shake it up and keep shaking ● Change a little often
Summary of Learning - Managing Change
In this module, you learnt that:● Change is inevitable. The risk of not changing is very
high.● We need to look at change proactively.● An important leadership task is to take people
through change● The ADKAR model is one that can be used
successfully to take people through change.
You also graded yourself on your ability to cope with change
3.0 Developing Leadership Qualities
Module Objectives – Developing Leadership Qualities
By the end of this module you will be able to understand:
● The true meaning of leadership ● The skills required by a leader● The behavioural qualities that a good leader should
possess● Rate yourself on your leadership qualities● You will also Identify your leadership style and how to
flex it for greater effectiveness.
Leadership Is The Ability To Influence The Thoughts And Actions
Of People Around You
Supporting Team Members Is The “Primary Purpose” For Which The
Leader Exists. This is Value-Added Leadership
Leadership model
RESULTS
TASKS
JOBS PERFORMANCE MY EMPLOYEES
Recognition
On-the-Job Training
Communications
Feedback
Performance Gap
The Nine Faces of Leadership
1. Charisma2. Individual Consideration3. Intellectual Stimulation4. Courage5. Dependability6. Flexibility7. Integrity8. Judgment9. Respect for Others
NO INFLUENCE
CONTROL
INFLUENCE
Leadership Style
What is Leadership style?
• It is pattern of behaviour you use when you are
trying to influence the behaviours of others as perceived by others.
• It involves problem solving and decision making processes.
Situational Leadership® II
• Situational Leadership® II is a model for developing people and a way for leaders to help their employees become self-reliant achievers.
• It is a strategy for releasing energy and creativity in the organization and for aligning individual and organizational goals.
• Situational leaders, and the people they manage, are more skillful, adaptable, and open to new challenges.
Situational Leadership® II
Why is Leadership Style Situational? • Individual behavior is not consistent.• Different people behave differently.• Certain situations may demand a specific style.
The three skills of Situational Leadership® II• Flexibility • Diagnosis • Contracting for Leadership Style
Skills of Situational Leadership II®
To avoid using the wrong style at the wrong time with
a wrong person and help followers grow, a leader
needs to have the following situational leadership
skills
Flexibility
The ability to change your leadership style to the
needs of the follower in a specific situation
Diagnosis
The ability to accurately assess the needs of thefollower in a specific situation
Partnering for performance
The ability to reach a mutual understanding with eachfollower regarding the leadership style which mosteffectively meets his/her present needs in a specificsituation. This opens up communication and helpsthe leader and the follower to focus on achievingorganizational goals.
Four Leadership Styles
S S 1 Directing
S S 2 Coaching
S S 3 Supporting
S S 4 Delegating
Directing
• High directive, low supportive• Leader defines the role of the followers• Problem - solving and decision making initiated by
the leader
• One way communication
Coaching
• High directive, high supportive• Leader now attempts to hear follower’s suggestion,
opinions and ideas• Two - way communication• Control over decision-making remains with the
leader
Supporting
• Low directive, high supportive• Leader actively hears follower’s suggestion,
opinions and ideas• Two way communication• Control over decision making remains with the
follower’s
Delegating
• Low supportive, Low Directive• Leaders discusses problems with the followers• Seeks joint agreement on problem definition• Decision making is handled by the subordinate• They ‘run their own show’
The 4 styles vary in the…
• Amount of direction• Amount of support• Amount of followers’ involvement in decision
making
What a leader does in EVERY style….
• Sets goals• Observes and monitors performance• Gives feedback
Leaders need to provide their people with what they
can’t do for themselves at the present moment
The effectiveness of a leader is based on the
accuracy of the match between style and
development level
• Analyse the issue dispassionately and objectively• Try to get to the root of the issue and the
underlying cause • Classify the issue into a knowledge/ skill/attitude or• external block issue• Identify the right leadership style to use • Take team member/subordinate acceptance• Use the identified style• Get feedback
How To Lead
Summary of Learning – Developing Leadership Qualities
In this module, you learnt that: ● The objective of a corporate leader is to achieve the
defined goals/targets, through his/her team. S/he supports the team members by applying four leadership skills, namely communication, feedback, on-the-job training and recognition
● The nine faces of leadership are Charisma, Individual Consideration, Intellectual Stimulation, Courage, Dependability, Flexibility, Integrity, Judgment and Respect for others
Contd…
● A leader should focus on what s/he can influence or control, and continuously expand his/her circle of influence and concern.
● The differences between a manager and a leader● The principles of Situational Leadership II.
You also identified your managerial style, the pluses and minuses of your style and how to flex it.
4.0 Decision Making
4 Types of Decision MakersCommanders – The impatient type. Jump into quick
decisions.Convincers - The persuader‑promoter types. Tend to
act on their emotions, deciding quickly on whatever feels good.
Carers - Decide based on feelings but concerned about others. Will take a long time (perhaps too long) to decide.
Calculators - Perfectionists. Want all the information before making a decision
Doroty Leeds in Smart Questions: A new strategy for
successful managers
How to Maintain Objectivity in Decision Making
● Realise that you may be experiencing stress● Beware of heavy emotional leaning, one way or
another● Are you motivated by a hidden agenda● Is it wishful thinking● Don’t make decisions based on assumptions about
what ‘everybody knows’● Don’t lose sight of the big picture● Remember to check your decisions continually as
you carry them out● Seek as much good, objective advice as you can
How To Give Your Decisions The Acid Test
● Find a devil’s advocate● Pretend you are an outsider● Investigate your information● Ask yourself how comfortable you are in explaining
your decision to someone else● Check that you are not vacillating
David W. Johnson, Prof of Social Psychology, University of Minnesota
Summary of Learning – Decision Making
In this session your learnt:● That mere framing of a issue can change the decision● The four types of decision makers ● What you need to do to counter balance your own
style of decision making ● Simple steps for effective decision making● The pitfalls of group think
5.0 Delegation
Module Objectives - Delegation
By the end of this session you will be able to:● Identify the steps in the delegation process● Understand the situational aspects of delegation● Identify and understand what to delegate
In this session you will also learn the skill to delegate
Delegation means giving the person authority and latitude to complete the task. In other words, it means empowering the person to complete the task.
What is Delegation?
● It is more than assigning work to someone else
● It means making the person accountable for results
● It means providing the necessary guidance
Delegation is Not Equal to Abdication
Theory of MultiplicationThink About This!!
● Most managers realize they are in their current role because they are good at what they do or did, in their previous role.
● Often, managers would love to duplicate themselves (or their best workers).
● That’s a good idea! That is one of the purposes, and the result of delegating to, and empowering our employees!
Benefits of Delegation
● It reduces your own task load. ● It helps employees make their best
contribution to the productivity of the team.
Tasks to Delegate
● Routine● Trivia● Special skills● Chores● Pet projects
Tasks Not to Delegate
● Ritual ● Policy making● Specific personnel matters● Crises● Confidential matters
Summary of Learning
In this session, you ● Learnt the steps in the delegation process● Learnt the situational aspects of delegation● Learnt what to delegate and what not to delegate
In this session you also assessed your delegation ability and learnt the skill to delegate
6.0 Coaching and Counseling
Module Objectives – Coaching and Counseling
By the end of this session you will be able to:● Determine the difference between a coaching and a
counseling situation.● Describe the characteristics of effective coaches and
counselors.● Identify work situations that may require coaching or
counseling● Identify how to prepare for a coaching or counseling
situation.● Conduct effective coaching or counseling sessions.● Recognize obstacles that may prevent you from
conducting effective coaching and counseling sessions.
Coaching
A process of building a working environment and relationships that enhances the development of skills and the performance of one or both parties.
Counseling
A supportive process by a leader to help an employee define and work through personal problems that affect job performance.
Step 5Find Resolution
Step 4Reach agreement
Step 3Discuss your views
Step 1Start the meeting
Step 2
Get employee’sviews
Step Meeting Process - Coaching
3 Keys to Good Coaching Sessions
Preparation!
Preparation!
Preparation!
Most Common Coaching Barrier
Managers fail to document performance problems.
Summary of Learning- Coaching and Counseling
In this module, you: ● Learnt that coaching is a process of building a
working environment and relationships that enhances the development of skills and the performance of one or both parties
● Learnt that counselling is a supportive process by a leader to help an employee define and work through personal problems that affect job performance
● Identified situations where coaching and counseling are used
● Understood the difference between the two and the common mistakes made by leaders in coaching and counseling
7.0 Feedback
Module Objectives - Feedback
By the end of this module, you will● Understand the process and importance
of giving and receiving feedback● Understand how to put structure into
your feedback● Identify the dynamics of the feedback
process
● Feedback is a gift that you can give or receive from someone
● Why is feedback a gift? Because if used judiciously, it can develop
and/or motivate a person
What is feedback?
Information on past or current performance which allows people to maintain or change behaviour
Two Kinds of Feedback
• Motivational– Feedback that reinforces a behaviour you
want to see continued.
• Developmental – Feedback you give to change or modify
behaviour
Some Golden Rules of Giving Feedback
● Give timely feedback● Don’t focus on the person● Be specific● Focus on the behaviour without labeling
or judging● Don’t genaralise; be specific● Deliver timely feedback
Feedback should be structured in three parts
● What worked● What didn’t work or got stuck● What we can do differently
Simple Rules for Giving Developmental Feedback
● Check that the receiver wants the feedback● Private place● No third parties● No interruptions● Keep your emotions under control● Be specific and focus on the behaviour● Give your personal view
Simple Rules for Receiving Developmental Feedback
● Listen to what is being said● Do not justify or defend your actions● Thank the other person for their time
Simple Rules for Using Developmental Feedback
● Think before you act● Separate the perception from the fact
and then act
The DASR formula
● Describe● Acknowledge● Specify● Reaffirm
Looking at Looking
A big part of the 360 degree input process is observing. To make it work, it is important to understand not only how to observe, but what to observe. It’s not as hard as you might think.
Quite simply, you will need to learn to observe behaviours. What is a behaviour?
A Behaviour is something a person says or does. It is a FACT!
Pinpointing is identifying a specific behaviour. (“Twice in the meeting, John raised his voice and threw down his pencil”)
Labelling is making a general statement about a person based on isolated behaviours. (“John is an aggressive person...a real hothead!”)
Judging is interpreting a behaviour and assigning your own meaning to it.(“ John doesn’t like Planners!”)
Summary of Learning - Feedback
In this module you have learnt:● The importance of giving and receiving
feedback● How to put structure into your feedback● To identify the dynamics of the
feedback process● How to give and receive feedbck
8.0 The Wheels of Motivation
Module Objectives – The Wheels of Motivation
By the end of this session you will be able to:● Understand the meaning of motivation● The importance of motivating one’s team● Understand and implement simple steps to
follow in motivating one’s team● Identify the source of personal motivation in
your life.
‘Motivation’ is the term used to describe those processes, both instinctive and rational, by which people seek to satisfy the basic drives, perceived needs and personal goals, which trigger human behaviour.’ Cole, 1995
Physical need/drive Behaviour Satisfaction/Frustration
Stimulus Response Outcome
Social / intellectual/ Behaviour Satisfaction/FrustrationEmotional need
The only kind of person who is not motivated is a dead one
- Anonymous
How Do You Motivate Your People
● Define the mission or purpose of the group
● Communicate your vision to the group● Create a good measurement and
feedback system for employees● Give recognition timely
Benefits of Personal Motivation
● Higher productivity and satisfaction both on the job and in personal life
● More creative way of working as the mind is more focused
● Improved delegation helps to free time besides being a powerful developer and motivation of your subordinates
● Can devote more time to important things such as planning, subordinate development, quality improvements. These in turn, free more of your time from crisis, mistakes and fire fighting.
● A feeling of self-mastery grows.● Begin to conserve more energy as things get more
organised
Summary of Learning – The Wheels of Motivation
By the end of this module, you learnt: ● Why managers need to motivate their teams● Simple steps to be followed in motivating
one’s team● The importance of personal motivation
You also identified the centres of motivation in your life.
9.0 Goal Setting
By the end of this session you will be able to:
● Understand the need, importance and meaning of goal setting
● Understand how to set goals
The Management Challenge
Time
Achievement
Resources
The Management Handshake
ResourcesResourcesDirectionDirection
(Goals/Objectives)(Goals/Objectives)
SupportSupport
MANAGER
Successful Successful BusinessBusinessOutcomesOutcomes
EMPLOYEE
Employee GrowthEmployee Growth(Skills, Experience,Confidence)(Skills, Experience,Confidence)
Reports
Need for Alignment
Summary of Learning
In this session, you learnt:● The importance and meaning of goal
setting● How to set goals
10.0 Resolving Conflicts
Module Objectives -Resolving Conflicts
By the end of this session you will be able to:
● Understand the meaning of conflict● A few truths about conflict● How to resolve conflict using the
Thomas-Kilman model
Conflict is process in which an effort is purposely made by A to offset the efforts of B by some form of blocking that will result in frustrating B in attaining his or her goods or further his or her interests.
Truths About Conflicts
● Conflict is inevitable● Conflict is not a dirty word● Conflict arises for many reasons and
can take many forms
Thomas-Kilman Model
Ass
erti
ven
ess
(Ext
ent t
o w
hich
you
try
to m
eet y
our
own
nee
ds)
Co
op
erativen
ess
(Ext
ent to
which
you try to
mee
t the needs of
others)
Accommodatingexpedient, mutually
acceptable; middle ground
'split the difference'exchange concessions
Avoidingside stepping, postponing, withdrawing
Compromisinggiving in,yielding,obeying
CompetingUsing power
to win
CollaboratingDigging in; identifying alternatives; exploring
differences; being creative
Conflict Management: How to Defuse Explosive Situations
● Refuse to take things personal and do not get personal in return
● Sharpen your listening skills● Keep your cool● Seek agreement wherever possible and downplay areas of
disagreement● Determine if the argument can be settled here and now in an
amicable fashion● If you can settle he argument here and now, by all means do ● Set up a follow-up meeting
● Last but not least, make an honest effort to understand the other person.
Seven Most Frequently Used Options for Resolving Inter-
department Conflicts
● Rules and procedures● Hierarchy● Planning● Liaison roles● Task forces● Teams● Integrating departments
Summary of Learning
In this module you:● Learnt the definition of conflict● Learnt that conflict is inevitable, not a dirty
work, arises for many reasons and can take many forms
● Understood how to resolve conflicts using the Thomas-Kilman model
● Identified how you normally handle conflicts