HYSEA_ Leadership Skills 26 JUNE 2004

8/12/2019 HYSEA_ Leadership Skills 26 JUNE 2004

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Shades of Grey

Talking to computers and talking to people

THE PHANTOM TRIANGLE


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The Building Blocks Of Skills

Easier to

Change

Intelligence

Personality

Traits and

Preferences

Knowledge Experience

Skills/

Competencies

Values

Interests

Motives/Goals

More

difficult to

change


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BASIC

LEADERSHIPSKILLS


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LEARNING FROM EXPERIENCE


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Creating opportunities to get Feedback.

Taking a 10 percent stretch.

Learning from others.

Keeping a Journal.

Having a Development Plan

Learning from Experience


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COMMUNICATION


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Communication is the

currency of leadership


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Intention Expression Reception Interpretation

NewIntentions

Feedback

Did you communicate what you intended?

History of prior communications

Context of relationships and common practices

Concurrent events.

Communication


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It is a luxury to be

understood

R W Emerson


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ASSERTIVENESS


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Assertiveness

Use I Statements.

Speak Up for What You Need

Learn to Say No

Monitor Your Inner Dialogue

Be Persistent.


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FEEDBACK


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Communication -

Johari Window Model

Blind Spot

Facade Unknown

Arena

Known to

SelfUnknown

to Self

Unknown toOthers

Known to

Others

Feed Back

E

xp

o

s

u

r

e


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Providing Constructive Feedback

Make it helpful

Be specific

Be descriptive Be timely

Be flexible

Give positive as well as NegativeFeedback

Avoid blame or embarrassment.


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MANAGING EXECUTIVE

STRESS


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Guidelines for Effective Stress

Management Monitor your own and your followers stress

levels.

Identify what is causing the stress.

Practice a Healthy lifestyle

Learn how to relax

Develop supportive relationships

Keep things in perspective

The A-B-C model.


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Building Technical Competence

Determining how the job contributes to

the overall mission.

Becoming an expert in the job.

Seeking opportunities to broaden

experiences.


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RELATIONSHIP MANAGEMENT


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Building Effective Relationships

with Superiors

Understanding the Superiors

World.

Adapting to the Superiors Style.


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Building Effective Relationships

with Peers

Recognizing common interests and

goals.

Understanding Peers Tasks, Problems

and Rewards

Practicing a theory Y attitude.


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GOAL SETTING


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Setting Goals

Goals should be specific andobservable.

Goals should be attainable butchallenging

Goals require commitment Goals require feedback.


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REWARDS & PUNISHMENTS


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REWARDS

Monetary Rewards

Non-monetary Rewards

Administration of Rewards


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TIME MANAGEMENT


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TIME MANAGEMENT MATRIX

Urgent Not UrgentI.ACTIVITIES:

Crises

Pressing Problems

Deadline-driven projects

II.ACTIVITIES:Prevention,

PC activities, Relationshipbuilding, Recognizing newopportunities, Planning,recreation

III. ACTIVITIES :

Interruptions, somecalls, Some mail, some

reports, some meetings,Proximate, Pressingmatters, Popularactivities

IV.ACTIVITIES:

Trivia, busy work

Some mail, Some phonecalls, time Wasters,Pleasant activities.


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Urgent Not Urgent

I II

III IV

20-25%

25-30%

65-80%

15%

15%50-60%

Less than 1%2-3%


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80%

of

effort80%

of

results20% of

effort

20% of

results

The Paretos Principle


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Good Time Management can:

give you more time to do what youwant

improve your availability

improve your decision-making

improve your health

improve your productivity, efficiency,effectiveness


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Make you easier to live with

make you easier to work with

make you feel more relaxed

minimize the risks you take

reduce stress

and a lot more besides!


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MEETINGS


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Conducting Meetings

Determine whether it is necessary

List the objectives

Stick to the agenda

Provide pertinent materials in advance

Make it convenient

Encourage participation

Keep a record.


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ADVANCED

LEADERSHIPSKILLS


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DELEGATION


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Principles of Effective Delegation.

Decide what to delegate

Decide whom to delegate to

Make the assignment clear and specific Assign an objective, not a procedure

Allow autonomy but monitorperformance.

Give credit not blame.


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CONFLICT MANAGEMENT


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CONFLICT MANAGEMENT

Possible Effects of ConflictPositive Effects of Conflict

Increased effort

Feelings get aired Better understanding of others

Impetus for change

Better decision making

Key issues surfaced

Critical thinking stimulated.

Negative Effects of Conflict

Reduced productivity

Decreased communication Negative feelings

Stress

Poorer decision making

Decreased cooperation

Political back-stabbing


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.

..

.

.

Assertive

Uncooperative Cooperative

Partys desire to satisfy others concern

Avoidant

(Neglect)

Sharing

(Compromise)

Competitive

(domination)Collaborative

(Integrate)

Accommodative

(appeasement)


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PROBLEM SOLVING


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Problem Solving

Identifying problems or opportunitiesfor improvement.

Analyzing the causes. Developing Alternative Solutions.

Selecting and Implementing the Best

Solution

Assessing the Impact of the Solution.


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CREATIVITY


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We want people who get up every

morning with passion about

f inding a better way; f inding from

their associates in the off ice,f inding from another company, we

are constantly on the search

Jack Welch, GE


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Improving Creativity

Seeing things in new ways

Using power constructively

Forming diverse Problem Solving

Groups.


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PERFORMANCE MANAGEMENT


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Diagnosing Performance Problems in

Individuals, Groups and Organizations.

Expectations

Capabilities

Opportunities

Motivation


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TEAM BUILDING


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A rationale for individual, interpersonal, team and

organizational training.

1. INDIVIDUALWhat do I bring to and needfrom the group?

STOP

2. INTERPERSONAL

What do you bring to andneed from the group?

STOP

3. TEAM

What will we do? STOP

4. ORGANIZATION

How will we organize andcreate?

STOP

Synergy

Productivity

Creativity

SpontaneityFeedback

Trust

Acceptance

Fear and

Mistrust

Caution and

Polite Facade

Competition

and Apathy

Dependence/Counter-Dependence

The high performance team model


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The high performance team model

TEAM IMPACT

Power

Participation

Commitment

People

Capabilities

Practices

Clarity

Task

Empowerment

Teamwork

Purpose


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High performance stems from

br inging together the r ight mix of

brain power on complicated

problems and the collectivecommitment to results that flow

from effective team work andproject management


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DEVELOPMENT PLANNING


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Development Planning

Conducting a GAPS Analysis

Identifying and Prioritizing DevelopmentNeeds: Gaps of GAPS

Bridging the Gaps: Building a DevelopmentPlan

Reflecting on Learnings: Modifying

Development Plans Transfer Learnings to New Environments.

Goals Abilities:


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Goals:

Where do you want to go?

Abilities:

What can you do now?

Step 1: Career Objectives:

Career strategies

Step 2: What strengths doyou have for your career

objectives?

Step 3: What developmentneeds will you have toovercome?

Standards: What does yourboss or the organizationexpect?

Perceptions:How do others see you?

Step 4: 360 and Performance

Review Results, and feedback

from others:

Boss

Peers

Direct Reports

Step 5: Expectations:


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CREDIBILITY & TRUST


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Credibility

The two components of Credibility

Building Expertise

Building Trust

Expertise x Trust

Leaders know that while their position may give them authority,

their behavior earns them respect. Leaders go first. They set an

example and build commitment through simple, daily acts that

create progress and momentum.

Jim Kouzes and Barry Posner


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COACHING & MENTORING

Coaching


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g

Forging a Partnership

Inspiring Commitment: Conducting a GAPS Analysis

Growing Skills: Creating Development and Coaching Plans

Promoting Persistence: Helping Followers Stick to their

Plans

Transferring Skills: Creating a Learning Environment

Concluding Comments.

People who are coaches will be the norm. Other people wontget promoted.

Jack Welch, General Electric, CEO


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MENTORING

Mentoring


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Mentoring

Mentoring is a process in which one person (Mentor) is

responsible for overseeing the career and development ofanother person (Mentee) outside the normal Manager/

Subordinate relationship

OR

Mentoring is a protected relationship in which learning

and experimentation can occur, potential skills can be

developed, and in which results can be measured interms of competencies gained rather than curricular

territory covered.

THE 10 MENTOR COMPETENCIES


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Self-awareness(understanding self)

Behavioral awareness

(understanding others)

Goal clarity

Interest in developing

others

Sense of

proportion/ humor

Communicating

Conceptualizing

Business/professional

savvy

Committed to

own learning

Relationship

management


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EMPOWERMENT


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EmpoweredEmployees

UnempoweredEmployees

Self-determined

Sense of meaning

High competence

High influence

Other-determined

Not sure if what they

do is important

Low competence

Low influence

The empowerment continuum


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Six Best Practices of Empowerment

Do we really want or need empowerment? Creating a clear Vision, Goals and

Accountabilities

Developing others Delegating decision making to followers

Leading by Example

Empowerment must be systemic to besuccessful


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Win/Win Agreement

Helpful Structureand Systems

EmpowermentControl Character

Skills


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When the Master governs, the people are

hardly aware that he exists. Next best is aleader who is loved. Next, one who is

feared. The worst is one who is despised. If

you dont trust the people, you make themuntrustworthy. The Master doesnt talk, he

acts. When his work is done, the people say,

Amazing: we did it, all by ourselves!

Lao-tzu


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The greatest thing a human soul

ever does in this world is to seesomething, and to tell what it saw in

a plain way. Hundreds of people can

talk, but only one can think. And for

every thousand people who can

think, only one can see.John Ruskin


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PERSONAL

LEADERSHIP


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Two Views of Leadership

POSITION LEADERSHIP:Leadership as a formal requirement of

position within an organization.

PERSONAL LEADERSHIP:

Personal qualities that make a positive impacton other people - regardless of the position.

Position Leadership: A formal requirement of


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Position Leadership: A formal requirement of

the organization.

Executive:Strategic Leadership

Mid-Managers:Team

Leadership

Supervisors:Task

Leadership

Characteristics of Position Leadership:

Required by the Organization.

Expected by Subordinates

Basis for Effective Job Performance.


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Personal Leadership: Personal qualities that make

an impact on the organization.

Characteristics of Personal Leadership:

Personal qualities inherent in person.

Goes beyond job responsibility.

The extra something that enables people to

stand out beyond ordinary levels ofeffectiveness.,

The Leadership Challenge


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The Leadership Challenge

Outer World

Inner World

Beliefs

Perception

Emotions.

Behaviors

Leadership is the ability to effectively impact the world

around you in a way that is valued by others. Effective

outer behaviors are rooted in inner strength. Your abilityto deal effectively with outer reality is directly related to

what you experience in your inner reality.


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The four-fold path to Personal Leadership

1. AWARENESS: A leader must be accuratelyaware of:

what is occurring around him.

What he is experiencing within him.Determine if he has sufficient inner strength to faceouter challenges.

2. CHOICE: A leader knows that he always has achoice in whatever he does. To have choice, he alsohas to accept responsibility for every thing he does.


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3. ENGAGEMENT: After choosing, the

leader takes the necessary actions to realizehis choice.

4. LEARNING: A leader knows that he will

have more information available to himafter he acts. He uses the information he

has gained to increase his understanding of

himself and his knowledge of the world.

Awareness


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Awareness

the way of

Healer

Discipline

- way of

Warrior

Choice-way of

Visionary

Knowledge- way of

Teacher

HEALER/VICTIM


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Blames

Dramatizes

PersonalizesWithdraws

VISIONARY /DAY

DREAMERS

Unfocused

Scattered

Avoids current needs

Private dream worldWARRIOR/TYRANT

Tunnel Vision

Creates Chaos

Rebels

Aggressiveness

TEACHER/

CRITIC

Rigid

Controlling

Pedantic

Judgmental


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EMOTIONAL INTELLIGENCE -

LEADERSHIP COMPETENCIES


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SELF AWARENESS

Emotional self-awareness

Accurate self-assessment

Self Confidence

SELF MANAGEMENT


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SELF MANAGEMENT

Self Control

Transparency

Adaptability

Achievement

Initiative

Optimism


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SOCIAL AWARENESS

Empathy

Organizational awareness

Service


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RELATIONSHIP MANAGEMENT

Inspiration

Influence Developing

others

Change catalyst

ConflictManagement

Teamwork andcollaboration


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POSITION

PERMISSION

PRODUCTION

PEOPLE DEVELOPMENT

PERSONHOOD


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MULTIPLY

MENTOR

MOTIVATE

MODEL

LEVEL 5 EXECUTIVE

B ild d i t th h d i l bl d f l

Level 5


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Builds enduring greatness through a paradoxical blend of personalhumility and professional will

EFFECTIVE LEADER

Catalyzes commitment to and vigorous pursuit of a clear andcompelling vision, stimulating higher performance standards.

COMPETENT MANAGER

Organizes people and resources toward the effective and efficient

pursuit of pre-determined objectives.CONTRIBUTING TEAM MEMBER

Contributes individual capabilities to the achievement of groupobjectives and works effectively with others in a group setting.

HIGHLY CAPABLE INDIVIDUALMakes productive contributions through talent, knowledge, skills,and good work habits.

Level 4

Level 3

Level 2

Level 1


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Level 5 leaders channel their ego needs

away from themselves and into the larger

goal of building a great company. Itsnot

that Level 5 leaders have no ego or self-

interest. Indeed, they are incredibly

ambitious - but their ambition is first and

foremost for the institution, not

themselves.


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HUMILITY + WILL = LEVEL 5


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The Leaders Mission - A New Model


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Building community

Leadership

e eade s ss o New ode

The Personal Growth Map


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Terra incognita

Terra Cognita

Heart

Mind/

spiritBody

Community Organization

Family/ friendsOthers

Self


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Thank You !!!

Documents

HYSEA_ Leadership Skills 26 JUNE 2004