leadership
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- 1. LEADERSHIP AND LEADERS
2.
- Great Leaders
- Live with integrity, lead by example
- develop a winning strategy or big idea
- build a great management team
- inspire employees to greatness
- create a flexible, responsive organization
- use reinforcing management systems
In Search of Leadership (article by Reingold) 3.
- Great Leaders
- passionateabout what they do
- love to talk about it
- high energy
- clarity of thinking
- communicateto diverse audience
- work through people ( empowering )
In Search of Leadership (article by Reingold) 4. LEADERSHIP The Trust Factor in Leadership
- Question: How does a trust-oriented leader differ from a Machiavellian-oriented leader?
- Question: Which is more important, our actions or our words?
- Question: How concernedshould we be about others?
- Recommendation: Being trustworthy is good!!!
Leadership 5. LEADERSHIP The Trust Factor in Leadership
- Question: What is the role of competence for a leader?
- Question: What is the role of open communication for a leader?
- Question: How does formalization in an organization undermine trust?
- Recommendation: Learning to trust others is also good!!!
Leadership 6.
- Management keeps an organization running
- Leadership involves getting things started
- Leadership involves facilitating change
Post Heroic Leadership (article by Huey) 7.
- Future Leaders.
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- Develop/communicate what company is trying to accomplish
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- Create environment where employees can figure out what needs to be doneANDthen do it well.
Post Heroic Leadership
- 95% of American managers say the right thing.
- 5% of American managersdothe right thing.
- When companies derive their advantage from intellectual capital, old management styles (carrots and sticks) are not sufficient.
8.
- CORE VALUES
- Fairness
- Commitment
- Freedom
- Water Line
Post Heroic Leadership (article by Huey) 9. Leaders vs. Managers
- LEADERS:
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- innovate
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- focus on people
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- inspire trust
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- have a long-range view
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- ask what and why
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- have eyes on horizon
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- originate
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- challenge status quo
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- do the right thing
- MANAGERS:
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- administrate
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- focus on systems and structures
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- rely on control
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- have a short-range view
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- ask how and when
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- have eyes on bottom line
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- initiate
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- accept status quo
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- do things right
10. LEADERSHIP - Marks of a Great Leader
- QUESTION: WHY ARE THE FOLLOWING TRAITS CONSIDERED CHARACTERISTICS OF GREAT LEADERS?
- servicing and sacrificing
- initiating and risk taking
- needing no credit
- empowering others
- clarifying values
LEADERSHIP 11. There Are Only Five Ways to Lead (Article by Farkas and De Becker)
- Strategic Approach
- Human Assets Approach
- Expertise Approach
- Box Approach
- Change Approach
12. LEADERSHIP Resistance to Empowerment (Article by Williams)
- QUESTION: Why do managers resist change?
- QUESTION: Why do managers resist suggestions?
- QUESTION: Why are managers afraid to empower their subordinates?
- Recommendation: Dont leave this class thinking that you have cornered the market for good ideas
- Recommendation: Learn to recognize your strengths and weaknesses and those of others
- Recommendation: Learn that teams always do better than individuals, if there is a trust relationship among the team members
13. LEADERSHIP-Empowerment
- Empowerment Strategies
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- Avoidcompetition for power, status, recognition
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- Delegate
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- Createandcommunicatea vision
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- Insistthat others diligently work to achieve meaningful goals
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- Helpothers believe in their own worth and potential
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- Createa culture in which fear and intimidation are replaced by trust
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- Demonstratea willingness to be supportive of others
14. EMPOWERMENT
- Places responsibility for spotting/solving problems on employees.
- Requires leaders to ask for suggestionsAND lets employees make decisions.
- Is easiest to implement in smaller, less bureaucratic organizations.
Empowerment .... 15. LEADERSHIP Develop Ownership
- There are always at least two owners of responsibility.
- Empowerers ask questions, organize data to confront people with reality, bring customers and performers together.
- Empowerers insist on tough standards.
- Empowerers support and coach.
- Conversations are the grist for the leaders mill.
16. LEADERSHIP Develop Ownership
- continued
- You can lead a horse to water, but you cant make him drink.
- If you want the horse to drink, make sure the horse is thirsty.
- Head buffalo lock the barn door after the horse is stolen.
- Lead geese make certain nothing is ever stolen.
17. LEADERSHIP-Empowerment
- Continued.
- Recommendation: Learn to encourage and make full use of your talents and the talents of others.
18. LEADERSHIP -The Magic of Vision
- Vision sees what must be tomorrow ,beyond what is today
- Customershelp you see the vision
- Visioninspires
- Vision isclarity
- Vision is aworthy commitment
- Vision generatessupportive actions
19. LEADERSHIP-How Vision Works
- The right vision attractscommitmentandenergizespeople.
- The right vision createsmeaningin workers lives.
- The right vision establishes a standard ofexcellence .
- The right visionbridgesthe present and the future.
20. LEADERSHIP How You Know You Need a Vision
- Is there evidence of confusion about purpose?
- Do employees complain about insufficient challenge?
- Do employees say they are not having fun any more?
- Is the organization losing market share or reputation for innovation?
- Are there signs of declines of pride in your organization?
- Is there excessive risk avoidance?
- Is there an absence of sharing?
- Is there a strong rumor mill?
21. LEADERSHIP Customer Focus
- What do customersreally buy ?
- Leaders focus oncustomers- and so does everyone else.
- Leaders focus onpartnering , not selling.
- Leaders begin with the customersneeds and wants .
- Solving problems spurs partnerships.
22. LEADERSHIP Great Performance
- Is this thebest you can do ?
- Remember, its leadership,notstatus quo-ship.
- Thinkingincrementallymoves you forward from today.
- Thinkingstrategicallyleads backward from the future.
- How many bugsis one too many?
- Begin with the end in mind.
23. LEADERSHIP Create Value-Added Strategies
- Stay close to the customer.
- The tough strategic question: What do I do?
- Value is solving the customers problems.
- Value is doing better than anyone else.
- Value-added strategies solve the problems that drive purchasing decisions.
- Leaders learn how to focus themselves and everyone else on solving the customers problems.
24. Some Managers are More Than Bosses - Theyre Leaders, Too (Horowitz)
- There is no one leader personality
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- they do inspire others to take risks
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- they do inspire others to do more than theythought possible
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- they set steep goals
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- they instill in others that both failure andsuccess are allowed
25.
- Look for the personal touch
- Screen your questioners
- Scan some Web sites
- Hang out and schmooze
- Probe past responses to personal emergencies
Spotting Bad Bosses (article by Shellenbarger) 26. LEADERSHIP: RemoveObstacles
- Systems send powerful messages.
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- Performance management systems
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- Reward systems
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- Information systems
- Structures send powerful messages.
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- Decentralize decision making to the point of customer contact
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- Cross-functional teams
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- Simplified processes and procedures
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- Focus on one customer, one product, one product/market combination
27. SEVEN SECRETS TO BUILDING:EMPLOYEE LOYALTY
- Set high expectations
- Communicate constantly
- Empower, Empower, Empower
- Invest in their financial security
- Recognize people as often as possible
- Counsel people on their career
- Educate them
28. LEADERSHIP - Marks of a Great Leader
- Recommendation:
- You may never become a leader like the President of the United States or the CEO of a Fortune 500 firm, but these are all good qualities to have and to practice.
LEADERSHIP 29.
- A leader is only as effective as the team
- Outperform peers
- Make excellence a habit
- Be willing to try new approaches
- Focus on whatyouneed to do
Spotting Gold Talent (article by Hymowitz) 30. Chapter #10 - Understanding Employee Motivation and Leadership
- Theories of employee motivation
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- Theory X, Y
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- Two-factor Theory
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- Equity
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- Maslow
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- Expectancy Theory
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- Goal Setting Theory
- Reinforcement
- Participative management / Empowerment
- Job enrichment / Job design
- Leadership
31.
- Thanking You
- By:-
- super VAR