Leadership Excellence Model - A 20 Moduled Holistic Course

8/14/2019 Leadership Excellence Model - A 20 Moduled Holistic Course

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2/22

Excellence

Emerginggaps

Our bosses treatus

likemushrooms.They

keep us inthedark andfeed us manure

Our bosses treatus

likemushrooms.They

keep us inthedark andfeed us manure

Includeme out.

Im right behind

you allthe way, solongas youdont

look

Includeme out.

Im right behind

you allthe way, solongas youdont

look

If youhaveany

problems atall,

donthesitate toshut up

If youhaveany

problems atall,

donthesitate toshut up

Our change programme

uses manyclever words to

Our change programme


PersonPerson PurposePurpose PeoplePeople ProcessProcess PerfectionPerfection

say a lot about nothing



3/22

Holistic Domain Integration

PersonPerson PurposePurpose PeoplePeople ProcessProcess PerfectionPerfection


4/22

PersonPerson

PurposePurpose

Actions to be performed by self

which can not be delegated

Ensuring that each Action / Task /

Effort is related to the mainpurpose, objective, goal or KPI

Involving, delegating, teaming thecus

cus

ProcessProcess

PerfectionPerfection

purpose and execute coherently

Ensuring actions, steps and tasksare in line with approved process

of respective areas

Monitoring, measuring for

perpetual improvement

DomainF

DomainF


5/22


6/22

Goal the direction of our effort

Linkage to Vision and Strategy

The Goal Setting Process

Goal dimensions

Role Plays Reviewing Goals

Re-Train - Reap Results

Building a Competency Model

Aligning Goals

Setting Smart Goals

1. Understandpreviouslevel

goals

2.Identifypossiblemeasures

3.Select 3or 4keymeasures

4.Setgoals

5.Implement,monitor,and

revise


goals


goals





4.Setgoals4.Setgoals


revise


revise

SMART and STRETCH Goals

2 Standards of Goals

Defining Measures

Deciding Criteria

Skills -Knowledge Matching

Resources and Recognition

Planning and Coaching

Overcoming Goal Difficulties

Periodic Fine-tuning

Trouble shooting Re-aligning

Managers Role

Associates Role

CorporateGoals

BusinessGoals

BusinessGoals

DepartmentGoals

DepartmentGoals

BusinessGoals

AssociatesGoals

AssociatesGoals

AssociatesGoals

DepartmentGoals

Yes, I think that would

be great. I wouldespecially like to

improve my project

management skills

Yes, I think that would

be great. I wouldespecially like to

improve my project

management skills

Checklist for Reviewing Goals

Yes No 1. Doesthegoal statea result?

Yes No 2. Isthegoalstatedin clear,preciseterms?





7/22

What are Habits?

Maturity Continuum

Coveys 7 Habits

1. Be Proactive

2. Begin With the End inMind

3. Put First Things First

(what to, why to)

P and PC Balance

StimulusStimulus Res onseRes onse -

Character and Competence

Levels of Leadership

4. Think Win-Win

5. Seek First to

Understand, Then to

be Understood

6. Synergize

7. Sharpen the Saw

Reactive Proactive Behaviour

CIRCLECIRCLE OFOF

INFLUENCEINFLUENCE

Circles Concern and Influence

Moving to Quadrant II

Win-Win or No Deal


8/22

How do your identify the best?

Dangers of mismatch

What are competencies?

Competency based Interviewing

Rating Errors and Bias

Language of the Eye

Behaviour Anchored Rating

S T A R technique

Behavioural Interviewing

Framing BEI Questions

Types of Interview Questions

Structuring Interviews

Getting deeper into facts

How and why interviews go

wrong?

Dimensions of Integrity

Global Research on Interviewing

What, Why, When, How, Where,

Who

DDI 4 Dimensional Approach

Capturing Evidence Factors

Looking for consistent display of

required competencies

Assessment Center Approach

Education records

Proof of licensureRecord of certification

Evaluation of performanceSpecial awardsVolunteer workReferences

Education records

Proof of licensureRecord of certification

Evaluation of performanceSpecial awardsVolunteer workReferences


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10/22

Creating Competitive Advantage :

Customer Service, Brand Awareness, Cost,

Quality and Speed to market

Getting the Best from Teams :

Creating Quality Teams, You Get what you

Measure, Values underpin Teamwork, Dialogue

and Feedback, Resolving Conflicts

Change Leadership

Aligning Change with Strategy

Defining and implementing strategy,

Aligning People, Process, Profits, System

Thinking

Sustaining Change

Art of turning cant into can, Creating

new habits to replace the old ones,

-

Building Loyal Customers :

Knowing Customers, Targeting Customers,

making customers feel special, Providing

an offer which is too good to refuse

Creating Momentum for Change :

Knowing the market dynamics, Shaping up

with change, Promoting entrepreneurial

behavior, competing on core competencies

,

Motivating Through Change

Making work meaningful, Besides the end

point, focus on journey too, Creating a

culture which thrives on change

Developing Talent

Aligning learning needs to pace of change,

Making Learning a part of work, Driving it

as everyones responsibility

Managers Seminar


11/22

Coaching Process

Initiate theCoaching

Relationship

Define theStructure

for Coaching

Discoverthe Needs

of the

Individual

Provide

Observethe

Individual

CoachingBased onEmployee

Needs

Develop

TrainingCurriculum

Review AnnualPerformance

&Set Goals

ContinueOngoingProcess


12/22

Communication Framework

Human Communication, Men /

Women

Blind men and the Elephant

Enhancing Media Richness

Self: Material Social - Spiritual

Language of the Eye

JOHARI Window

Discovering Ideal Window

Communication ExcellenceTalk to take you up

MessageMessage

&&

ChannelChannel

Receivers/

Decoders

Noise

Context

FeedbackFeedback

Frame of

Reference

FeedforwardFeedforwardFrames of

Reference

Sender/

Encoder

Accuracy in Communication

What do we do in communicationtime?

Interpreting Non Verbal Cues

Principle of communication

Inter-cultural differences in

body language

The Art of Listening

Motivating people to listen

Win the Battle Lose the War

Maslows Hierarchy

Active Listening Practice

Power of words & Dimensions of

Voice

Spatial Distance

Listen45%

Write

9% Read

16%

Speak

30%


13/22

IQ EQ - SQ

Champion Profile

Exploring Emotional

Intelligence

Administration of EI

LeDouxs Research and EI

EI Linkage to Business Perf.

EI and Competencies

Developing EI

Emotional IntelligenceEQ

IQ

Technical

Skill

MakeMake--UpUp(MU)(MU)

EmotionEmotion(EM)(EM)

ComplexityComplexity

(CP)(CP)

Attitudes/BeliefsAttitudes/Beliefs(BL)(BL)

ExperienceExperience

(EX)(EX)

SkillSkill(SK)(SK)

5 Dimensions of EI

Awareness - Regulation

Self & Social Awareness

Self Management, Social Skills

EQ and Brain Theory

The Amygdala Hijack

Primary Emotions

How can one become

emotionally intelligent?

Career Conversation

Personal Change Model

You are, what you think

Individual Action Plan

11 22

33

44

55

Self-

Awareness

Social

Awareness

SocialCapability

Self-Management

Self Others

Awareness

Actions

Fear

SadnessAnger

Fear

SadnessAnger

Practice Reflect io n

Feedback

Theory

Practice Reflect io n

Feedback

Theory


14/22

The Right and Wrong in Business

Champion Profile

Integrity Integratedness of the

principle behind our actions

Doing what is right, moral & legal

Integrity and Moral Values

Global Ethical Issues

Factors affecting ethical Behaviour

What causes unethical behavior?

Integrity - Ethics

Right Wr ongRigh t Wr ong

Ethics is what majority agrees for

long

Character Behaviour Matrix

Honour is better than Honors

Self Management, Social Skills

What do you do when no body

is looking around?

Dimensions of Integrity

Obstacles Ethical weakness

Defining standards of Business

integrity

Developing your own tenets

Assessing Ethical Behaviors

Remedy: Creating Consequences

Defining in simple terms

CHARACTERCHARACTER

++

--

CHARACTERCHARACTER

++

--

BEHAVIOURBEHAVIOUR

++

--BEHAVIOURBEHAVIOURBEHAVIOURBEHAVIOUR

++

--

INSPIRING

C+B+

INSPIRING

C+B+

ROBUSTROBUST

C+ B -

ROBUSTROBUST

C+ B -

HOPELESSHOPELESS

C - B -

HOPELESSHOPELESS

C - B -

DANGEROUS

C - B +

DANGEROUS

C - B +


15/22

Function of Leadership

Leadership effectiveness

Leadership Style - Dimensions

Influence Approaches

Response Style : 4 Es:

Envision, Enable, Empower,

Energise

7 Cs : Clarity, Confidence,

Concentration, Consistency,

Leadership

Socio-Emotional LeadershipLeadership and Trust

Leadership and Decision making

Motivation for Leadership

Development of Leadership Style

Leadership Competencies

Commitment, Character, Capacity to

enjoy

Leadership Theory and Practice

Blake and Mouton Grid

Competency Gap Analysis

Development plan / choice

Emerging

gaps

Our bosses treatus

likemushrooms. They

keep us in thedark and

feed us manure

Our bosses treatus

likemushrooms. They

keep us in thedark and

feed us manure

Include me out.

Imrightbehind

you allthe way,so

longas youdont

look

Include me out.

Imrightbehind

you allthe way,so

longas youdont

look

If you haveany

problems atall,

donthesitate to

shut up

If you haveany

problems atall,

donthesitate to

shut up

Ourchangeprogramme



Ourchangeprogramme




16/22

Achieving Success

throughPersonal Excellence

Results and Reality

Secret of effort and Balance

5 P The success model

5 P Concurrent Actions

PerfectionPerfection

PersonPerson

PurposePurpose

ProcessProcessPeoplePeople

Stimulus - Response

Time Robbers

Blockage Survey

Development PlanBLOCKAGEBLOCKAGE

SURVEYSURVEY

Natural Laws and Time

What can be managed

and controlled?

5 P The success model

5 P Concurrent Actions

Urgency Index

U and I Quadrants

Setting Clear GoalsComing out of Comfort

Zones

Steps to Manage Results

The Cheese Focus

Coming out of conditioning

Unleashing Potential

1

2

3

4

5

6

TrueNorth

Principles


17/22

Stressors and Stress outcome

Stress Management

Role Related Stress,

What can Stress lead you to?

Interpersonal Stressor

Consequences of Distress,

Resiliency Factors

Understanding the BMI, StressResponse: Fight or Flight?

Stressors and Stress outcome

Occupational Stressor, Job

Burnout

Individual Differences in Stress,

Work-Life Balance

Discover your Type : A or B?

Stress Management Practices,

Stress Defense mechanisms

The Yoga Way

Stressor on the Road


18/22


19/22

Goal the direction of our effort

Linkage to Vision and Strategy

The Goal Setting Process

Goal dimensions

Role Plays Reviewing Goals

Re-Train - Reap Results

Building a Competency Model

Aligning Goals

Setting Smart Goals


goals



4.Setgoals


revise


goals


goals





4.Setgoals4.Setgoals


revise


revise

SMART and STRETCH Goals2 Standards of Goals

Defining Measures

Deciding Criteria

Skills -Knowledge Matching

Resources and Recognition

Planning and Coaching

Overcoming Goal Difficulties

Periodic Fine-tuning

Trouble shooting Re-aligning

Managers Role

Associates Role

CorporateGoals

BusinessGoals

BusinessGoals

DepartmentGoals

DepartmentGoals

BusinessGoals

Associates

GoalsAssociate

s

GoalsAssociate

s

Goals

DepartmentGoals

Yes, I think that wouldbe great. I would

especially like toimprove my project

management skills

Yes, I think that wouldbe great. I would

especially like toimprove my project

management skills








20/22

Objective : To achieve World class Performance

Developing and maintaining Loyal Customers

Defects cost money: Less than 3.4 defects in a million

opportunities

Methodology to achieve the Process:

6- An Introduction66++StrategyStrategy

PeoplePeopleSystemsSystems

World ClassWorld ClassPerformancePerformance

66++

StrategyStrategy

PeoplePeopleSystemsSystems

World ClassWorld ClassPerformancePerformance

Cost of Poor Quality

ExternalFailureExternalFailure

Internal FailureInternal Failure

AppraisalAppraisal

PreventionPrevention

PreventionPrevention

AppraisalAppraisal

Internal FailureInternalF ailure

External FailureExternal Failure

COQreductionCOQreduction

Couldbeupto 60%Couldbeupto 60%

Costof

Costof

Conformance

Conformance

Costof

Costof

NonConformance

NonConformance

Top Management

MiddleManagement

Supervisors

Individual

Contributors

Technical

SkillsTechnical

SkillsPeople

Skills

People

Skills

- - -

Balance Score Card and 6s Projects

Steps of Strategic Planning

Result Areas: Financial-Management-Customer-Growth

Cost of Poor Quality / Defects / Failure, COPQ Equations

What is Critical to Quality (CTQ)?

Quality and Cost Relationship

COQ EducationTraining

Six SigmaBlack Belt

Resource

Commitment

Definition ofScope of TheCOQ Program

COQ

Committee

Blinding Obvious

Low Hanging Fruit

Bulk of Opportunities

Blinding Obvious

Low Hanging Fruit

Bulk of Opportunities

Visions ValuesStrategic Direction

Competitors

CustomerSatisfaction

Business

Results

Measure

Value

Re-DesignProducts & Services

Leadership

Suppliers

Employee Development

Involvement

Products Services

Work Processes

Distribution


21/22

Mission, Vision & Values

Connections of Cause & Effect

Roots of Revelations

Discovering hidden Values

Resolving Value Conflicts

Individual and Orgn Values

Blockage Survey

Discovering Value Orientation

The Values Workshop

Play of Mind and IntellectPersonality Profile

Value Auction

Crossing the I Beam

Ethical Orientation

Dimensions of Dis-values

Business Ethics and IntegrityDisplaying Values on Job

Living Values and Credo

Walk through My Value Gallery

Breathing Values

Mentoring and CoachingVALUESVALUESHuman Feelings EmotionsHuman Feelings Emotions

VALUESVALUESHuman Feelings EmotionsHuman Feelings Emotions

VALUESVALUESHuman Feelings EmotionsHuman Feelings Emotions

COMPETENCIESCOMPETENCIES

RESULT ACCOMPLISHMENTRESULT ACCOMPLISHMENT






22/22

Competency

Based 360

Winning AttitudeRecruiting the right

ones

Continuous

Improvement

Adding Value

to BusinessNew Competencies

Building World ClassBuilding World Class

HR SystemsHR Systems

Converting Vision

Into reality

Retaining role

models

Technical

Competencies

C Based

Dept/Succn Plng

-

Documents

Leadership Excellence Model - A 20 Moduled Holistic Course