leadership training power point_modified

8/8/2019 Leadership Training Power Point_Modified

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JamshedpurJamshedpur

LEAD LEAD Leadership Enhancement throughLeadership Enhancement through

Accelerated DevelopmentAccelerated Development

11

Leadership is like

beauty. Its hard

to define. But youknow it

When you see it!

- Abraham Lincoln


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UUnderstanding Leadershipnderstanding Leadership

Leadership is the ability toLeadership is the ability toinfluence people towardsinfluence people towards

the attainment of goalsthe attainment of goals


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Understanding LeadershipUnderstanding Leadership

Managers do the things right LeadersManagers do the things right Leaders

do the right things!do the right things!

A leader is a person you will follow toA leader is a person you will follow to

a place you wouldnt go by yourself.a place you wouldnt go by yourself.

You manage within a paradigm. YouYou manage within a paradigm. You

lead between paradigmslead between paradigms


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Who is a leader?Who is a leader?

An employee at any level who has a takeAn employee at any level who has a take

charge attitude and the desire to outcharge attitude and the desire to out

perform and raise the bar. Person may notperform and raise the bar. Person may not

be in a leadership role in current job,butbe in a leadership role in current job,butsuch people have the potential to move upsuch people have the potential to move up

fast.fast.

There are some Leadership roles in theThere are some Leadership roles in the

organization e.g. Office Heads, HODsorganization e.g. Office Heads, HODswhich require the job holder to havewhich require the job holder to have

definite leadership qualities.definite leadership qualities.


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Aim of leadershipAim of leadership

The aim of leadership is to helpThe aim of leadership is to help

others to achieve their best. Thisothers to achieve their best. This

involves setting high , but realisticinvolves setting high , but realistic

performance goals for yourself andperformance goals for yourself and

your staff , finding ways to improveyour staff , finding ways to improve

operations and procedures , andoperations and procedures , and

striving for total quality in all areas.striving for total quality in all areas.


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Why do we need to create leadersWhy do we need to create leaders

Leadership Values are a prerequisiteLeadership Values are a prerequisite

for sustainable competitiveness andfor sustainable competitiveness and

valuevalue

These are the potentials for futureThese are the potentials for future

leadership roles. People in existingleadership roles. People in existing

leadership roles need to be realleadership roles need to be real

leaders to be effective and deliver.leaders to be effective and deliver.


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Managers Vs LeadersManagers Vs Leaders

Sr. Managers World Leaders World

1 Exploiting financial,material and human

resources

Empowering people. Buildingcommitment and alignment with

the organizations purpose

2 Relationships withemployees, customers,

suppliers are contractual

Relationships with stakeholdersbased on mutual trust

3 Key tasks are planning,organizing, directing and

controlling

Key tasks are defining purpose,mission, creating shared vision

and values

4 Legitimacy is conferred byvirtue of the office held

and authority vested in it

Legitimacy resides in trustbased on perceived competence

and integrity


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C o n c e

r n

f

o r

p e

o p

l e

Concern for task

1.9

Country club

1.1

Impoverish

5.5

Middle-of-the-road

9.9

Team

Management

9.1

Authoritarian

Low

High

High

The Grid ApproachThe Grid Approach


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Blake and Moutons Leadership GridBlake and Moutons Leadership Grid

Developed by Robert Blake and JaneDeveloped by Robert Blake and Jane

Mouton.Mouton.

Built on dual emphasis of considerationBuilt on dual emphasis of consideration

and initiating structure.and initiating structure.

A 9 x 9 Grid (matrix) reflecting levels ofA 9 x 9 Grid (matrix) reflecting levels of

concern for people and concern for task.concern for people and concern for task.

1 reflects minimum concern.1 reflects minimum concern. 9 reflects maximum concern.9 reflects maximum concern.


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Blake and Moutons Leadership GridBlake and Moutons Leadership Grid

Five key Grid combinations.Five key Grid combinations. 1/1 low concern for production, low concern1/1 low concern for production, low concern

for people.for people. 1/9 low concern for production, high concern1/9 low concern for production, high concern

for people.for people. 5/5 moderate concern for production,5/5 moderate concern for production,moderate concern for people.moderate concern for people.

9/1 high concern for production, low concern9/1 high concern for production, low concernfor people.for people.

9/9 high concern for production, high concern9/9 high concern for production, high concernfor people.for people. Ignores the effect of the situationIgnores the effect of the situation


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Grid Questionnaire Answer KeyGrid Questionnaire Answer Key

Scoring instructions Count how manyScoring instructions Count how many

times you have circled each letter. Thentimes you have circled each letter. Then

find the letter that you have circled thefind the letter that you have circled the

most.most.

A 1.1 ImpoverishedA 1.1 Impoverished

B 1.9 Country ClubB 1.9 Country Club

C 5.5 Middle of the roadC 5.5 Middle of the road

D 9.1 AuthoritarianD 9.1 Authoritarian

E 9.9 Team ManagementE 9.9 Team Management


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The Situational Leadership ModelThe Situational Leadership Model


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Four basic leadership stylesFour basic leadership styles

Directing : The leader provides specific instructionsDirecting : The leader provides specific instructionsand closely supervises task accomplishmentand closely supervises task accomplishment

Coaching : The leader continues to direct and closelyCoaching : The leader continues to direct and closelysupervise task accomplishment , but also explainingsupervise task accomplishment , but also explainingdecisions , solicits suggestions and supports progressdecisions , solicits suggestions and supports progress

Supporting:The leader facilitates and supportsSupporting:The leader facilitates and supportssubordinates efforts toward task accomplishment andsubordinates efforts toward task accomplishment andshares responsibility of decision making with themshares responsibility of decision making with them

Delegating : The leader turns over responsibility forDelegating : The leader turns over responsibility for

decision making and problem solving to subordinatesdecision making and problem solving to subordinates


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DelegationDelegation

The Webster's dictionary definesThe Webster's dictionary defines

delegation asdelegation as

the act of empowering to act for anotherthe act of empowering to act for another

a group of persons chosen to representa group of persons chosen to represent

othersothers


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Do you need to delegateDo you need to delegate

Can someone in your team get the jobCan someone in your team get the jobdone faster and better?done faster and better?

Is there someone in your team you canIs there someone in your team you canshare your work and speed-up delivery?share your work and speed-up delivery?

Do you need to free-up time for urgentDo you need to free-up time for urgentand important things?and important things?

Do you have someone in your team youDo you have someone in your team youcan develop as your successor or back-up?can develop as your successor or back-up?


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The Need should beThe Need should be

To save time and get quality outputTo save time and get quality output

To share load and get work doneTo share load and get work done

To free up time for priority tasksTo free up time for priority tasks

To develop team members forTo develop team members for

successionsuccession


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Do not delegate toDo not delegate to

Get someone else to do your workGet someone else to do your work It will soon start getting noticedIt will soon start getting noticed

Push off challenging workPush off challenging work

A lost chance to develop your ownA lost chance to develop your owncompetenciescompetencies

Set-up a team member for failureSet-up a team member for failure

The work suffersThe work suffers

Validate before delegatingValidate before delegating


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The artThe art


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What to delegateWhat to delegate

KRAs and tasks listKRAs and tasks list

PrioritizePrioritize

Own some & Delegate someOwn some & Delegate some


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Who to delegate toWho to delegate to

KSAM mapping of all team membersKSAM mapping of all team members

Time and quality ranking of all teamTime and quality ranking of all teammembersmembers

Current activities log of teamCurrent activities log of team

Delegation matrixDelegation matrix


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Assigning the taskAssigning the task

PresentingPresenting

DiscussingDiscussing

AssigningAssigning

ContractingContracting

Expectations are EXPECTATION onlyExpectations are EXPECTATION onlywhen they are communicated, negotiated,when they are communicated, negotiated,and agreed to. Otherwise they areand agreed to. Otherwise they are

assumptions. DONT ASSUME, EXPECTassumptions. DONT ASSUME, EXPECT


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Getting the job doneGetting the job done

FacilitatingFacilitating

EmpoweringEmpowering

MonitoringMonitoring

Course correction and coaching &Course correction and coaching &

mentoringmentoring

Best Practices sharingBest Practices sharing


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Rewarding and developingRewarding and developing

Reinforcing positivesReinforcing positives Rewarding performanceRewarding performance

Providing visibilityProviding visibility

Coach and mentorCoach and mentor

Goal settingGoal setting

Negating negativesNegating negatives Diagnosing for developmental areasDiagnosing for developmental areas

Developmental plansDevelopmental plans Structured inputsStructured inputs

TrainingTraining Coaching and mentoringCoaching and mentoring


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Barriers to successful delegationBarriers to successful delegation

Lack of trustLack of trust Believe others incapableBelieve others incapable Fear of liabilityFear of liability

Fear of blame for others mistakesFear of blame for others mistakes Fear of loss of controlFear of loss of control Fear of overburdeningFear of overburdening InsecurityInsecurity

Inexperience (or bad) in delegationInexperience (or bad) in delegation Inadequate organizational skillsInadequate organizational skills Failure to reviewFailure to review


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Two Basic Responses- Fight or FlightTwo Basic Responses- Fight or Flight

Fight (Aggressive Response) This kind ofFight (Aggressive Response) This kind ofresponse may communicate your desires, but itresponse may communicate your desires, but itdoes so in a hostile way that ignores the rightsdoes so in a hostile way that ignores the rightsand feelings of others and can, in the long runand feelings of others and can, in the long runcause more harm than good.cause more harm than good.

Flight (Passive Response) - This type ofFlight (Passive Response) - This type ofresponse may contain a clue to your feelings,response may contain a clue to your feelings,but using passive response does nothing tobut using passive response does nothing tohelp you obtain what really want. It simplyhelp you obtain what really want. It simplycovers up what you would really like to say andcovers up what you would really like to say anddo. In being passive, you refuse to takedo. In being passive, you refuse to takeresponsibility for doing what is on your mind.responsibility for doing what is on your mind.


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What is Assertiveness?What is Assertiveness?

Assertiveness can be defined as your ability toAssertiveness can be defined as your ability to

express to others your honest thoughts andexpress to others your honest thoughts and

feelings, and your ability to ask for and getfeelings, and your ability to ask for and get

from others your basic rights and needs.from others your basic rights and needs.

The assertive response- This type of responseThe assertive response- This type of response

expresses what is on your mind, and does so inexpresses what is on your mind, and does so in

a way that is reasonable and that offers peoplea way that is reasonable and that offers people

an easy way to what you want. It expresses thean easy way to what you want. It expresses the

fact that you take full responsibility for yourfact that you take full responsibility for your

actions and the your choice is your own.actions and the your choice is your own.


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AssertivenessAssertiveness

To Assert means To state or affirm positively,To Assert means To state or affirm positively,

assuredly, plainly or strongly, back it up by factsassuredly, plainly or strongly, back it up by facts

and data and at the same time; not compromisingand data and at the same time; not compromising

on ones principles and values!on ones principles and values!

An assertive person-An assertive person-

Can communicate with people in an open, direct,Can communicate with people in an open, direct,

honest and appropriate mannerhonest and appropriate manner

Attempts to make things happenAttempts to make things happen

Respects himselfRespects himself Feels free to reveal what he feels, thinks and wantsFeels free to reveal what he feels, thinks and wants


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NEEDS OF OTHERS

OUR NEEDS

NON-ASSERTIVE ASSERTIVE AGGRESSIVE


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JamshedpurJamshedpurLEAD LEAD

Leadership Enhancement throughLeadership Enhancement through


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Types of behaviorTypes of behavior

Aggressive:Aggressive:

Insensitive to others feelingsInsensitive to others feelings

Use of force and threats to forceUse of force and threats to force

Attack orientedAttack oriented

Either victory of defeat, no middleEither victory of defeat, no middle

groundground

Leads to frustration, guilt, angerLeads to frustration, guilt, anger Demands preconceived outcomesDemands preconceived outcomes


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Assertive:Assertive:

Sensitive to feelingsSensitive to feelings

Needs no threatNeeds no threat

Force used only when and where necessaryForce used only when and where necessary Firm but gentle unyielding where appropriateFirm but gentle unyielding where appropriate

Based on human rightsBased on human rights

Negotiation a viable tacticNegotiation a viable tactic

Leads to good feelingsLeads to good feelings

Accepts workable outcomesAccepts workable outcomes

Knows when to be aggressive or assertiveKnows when to be aggressive or assertive


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Non assertive/ submissive:Non assertive/ submissive:

Unaware of own needs and desiresUnaware of own needs and desires

Yields too oftenYields too often

Sacrifices basic human rightsSacrifices basic human rights

Leads to frustrations, guilt, bad feelingsLeads to frustrations, guilt, bad feelings

Accepts unwanted outcomesAccepts unwanted outcomes

T i l it ti th t d d tiT i l it ti th t d d ti


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Typical situations that demand assertiveTypical situations that demand assertive

responseresponse

People telling you NOPeople telling you NO

People asking for something youPeople asking for something you

dont want to givedont want to give

Coping with pressure to conformCoping with pressure to conform

Feeling deprived of your rightsFeeling deprived of your rights

Saying something difficultSaying something difficult


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Assertion on the jobAssertion on the job

Shift you into an active orientationShift you into an active orientation

Increase your ability to do your jobIncrease your ability to do your job

Reduce your fear and control yourReduce your fear and control youranxietiesanxieties

Develop and maintain goodDevelop and maintain good

interpersonal relationshipsinterpersonal relationships

Practice the art of maneuveringPractice the art of maneuvering

through the system.through the system.


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Thinking RightThinking Right

Put the things into perspective. WhatPut the things into perspective. What

is the worst that can happen?is the worst that can happen?

Remove your LabelsRemove your Labels

Remind yourself about yourRemind yourself about your

strengths, positive pointsstrengths, positive points


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Saying it RightSaying it Right

I understand/know/can see..I understand/know/can see..

(shows empathy)(shows empathy) However, I feel/need..However, I feel/need..

(expresses conflict on your end)(expresses conflict on your end) So I would like/prefer/suggest.So I would like/prefer/suggest.

(suggests specific plan of action)(suggests specific plan of action)

What are your views on this?What are your views on this?

(Asks for other persons view on the plan(Asks for other persons view on the planof action suggested)of action suggested)


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Behaving RightBehaving Right

Facial Expression: while smiling helps enormously to reinforce thatFacial Expression: while smiling helps enormously to reinforce thatwhat you say is meant constructively, you should always bewhat you say is meant constructively, you should always begenuine do not smile if you are sad, angry or serious.genuine do not smile if you are sad, angry or serious.

Eyes and gaze: the ability to look someone directly in the face andEyes and gaze: the ability to look someone directly in the face andmaintain eye contact shows openness and sincerity; looking awaymaintain eye contact shows openness and sincerity; looking awaywill almost always undermine your message.will almost always undermine your message.

Posture: Standing square- on, facing the other person, with headPosture: Standing square- on, facing the other person, with headheld high is direct and open; turning away, slouching or anheld high is direct and open; turning away, slouching or anunbalanced stance shows lack of interest or commitment.unbalanced stance shows lack of interest or commitment.

Hand and arm movements: avoid fiddling as this distracts attentionHand and arm movements: avoid fiddling as this distracts attentionfrom your message and from your sincerity; use hands tofrom your message and from your sincerity; use hands toemphasize what you say in a helpful ( but not an aggressive ) way.emphasize what you say in a helpful ( but not an aggressive ) way.

Tone of voice: whispering, rushing or mumbling all suggest that youTone of voice: whispering, rushing or mumbling all suggest that youdoubt what you are saying; speak up clearly and confidently in andoubt what you are saying; speak up clearly and confidently in aneven tone of voice.even tone of voice.

Own what you say: Owning what you say means making it clearOwn what you say: Owning what you say means making it clearthat this is your own opinion, not someone elses, and not what youthat this is your own opinion, not someone elses, and not what youthink someone might like to hear.think someone might like to hear.


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Assertiveness GuidelinesAssertiveness Guidelines

Take responsibilityTake responsibility

For your own feelingsFor your own feelings

Fro your treatment of other peopleFro your treatment of other people

For your own actions and the results youFor your own actions and the results you

getget


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Stick to your gunsStick to your guns

Dont allow others to deny your basic humanDont allow others to deny your basic human

rightsrights

Dont allow others to use you as a scapegoatDont allow others to use you as a scapegoat Dont allow others to sidetrack youDont allow others to sidetrack you

Be understanding of othersBe understanding of others

Let others express themselvesLet others express themselves

Keep in touch with what they wantKeep in touch with what they want


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Be conscious of your body languageBe conscious of your body language

Check the message you are sending outCheck the message you are sending out

Consider the impact of your non-verbalConsider the impact of your non-verbal

communication on otherscommunication on others


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Practice choosing your responsePractice choosing your response Go through all four typical responses before youGo through all four typical responses before you

choose one to deliverchoose one to deliver Check out your thoughts and feelings before youCheck out your thoughts and feelings before you

choose your responsechoose your response Practice each response before you choose one toPractice each response before you choose one to

deliver.deliver. Be an active listenerBe an active listener

Think and reflect while you are listeningThink and reflect while you are listening

Examine carefully what is said by whomExamine carefully what is said by whom Hold off on thinking of rebuttalsHold off on thinking of rebuttals Stay alert; give signs of active listeningStay alert; give signs of active listening


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The JOHARI WINDOW modelThe JOHARI WINDOW model

BLIND

AREA

HIDDEN

AREADARK AREA

Things I

know

about me

Things I

dont know

about meThings

they know

about me

Things

they dontknow

about me

OPEN

AREA


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Feedback and self disclosureFeedback and self disclosure

OPEN

AREA

BLIND

AREA

HIDDEN

AREA

DARK

AREA

Seek

Feedback

Selfdisclosure

I know more about

myself

Theykno

w

moreab o

ut

me


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In order to expand our open area weIn order to expand our open area we

can either seek feedback or engagecan either seek feedback or engage

in self disclosure.in self disclosure.

Destructive criticism is different fromDestructive criticism is different from

constructive feedback.constructive feedback.


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Feedback BasicsFeedback Basics

Feedback is an integral part of two wayFeedback is an integral part of two way

communication. It is the link between thecommunication. It is the link between the

things you do and say and understandingthings you do and say and understanding

the impact these have on others.the impact these have on others. Definition:Definition:

Information about performance or behaviorInformation about performance or behavior

that leads to an action to affirm or developthat leads to an action to affirm or develop

that performance or behavior.that performance or behavior.


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Feedback BasicsFeedback Basics

Building on what is good andBuilding on what is good and

planning for further development.planning for further development.

Essential elements:Essential elements:

CaringCaring

TrustingTrusting

AcceptanceAcceptance

OpennessOpenness

Concern for the needs of othersConcern for the needs of others


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Why feedback?Why feedback?

Provides information about behavior andProvides information about behavior andperformance against objective standards inperformance against objective standards insuch a way that recipients maintain a positivesuch a way that recipients maintain a positive

attitude towards themselves and their workattitude towards themselves and their work Encourages recipients to commit themselvesEncourages recipients to commit themselveso a personal plan to move towards agreedo a personal plan to move towards agreedstandards of behavior and performance.standards of behavior and performance.

Giving feedback appropriately minimizesGiving feedback appropriately minimizes

defensiveness and maximizes the ability todefensiveness and maximizes the ability touse it for personal growth.use it for personal growth.


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Feedback researchFeedback research

Feedback acceptance should not be treated as aFeedback acceptance should not be treated as a

given; often misperceived or rejectedgiven; often misperceived or rejected

Managers can enhance credibility as sources ofManagers can enhance credibility as sources of

feedback by developing their expertise andfeedback by developing their expertise and

creating a climate of trustcreating a climate of trust Negative feedback is typically misperceived orNegative feedback is typically misperceived or

rejectedrejected

Feedback is too infrequent in organizationsFeedback is too infrequent in organizations

Feedback needs to be tailored to the recipientFeedback needs to be tailored to the recipient


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Essential Rules of giving feedbackEssential Rules of giving feedback

Feedback from one member in the group mayFeedback from one member in the group maypresent a very private and distorted picture,present a very private and distorted picture,because that persons perceptions may differ frombecause that persons perceptions may differ fromother group members.other group members.

Feedback is more useful when the person solicitsFeedback is more useful when the person solicitsit. Be specific about why you want feedback .it. Be specific about why you want feedback . Basis- persons constant desire to change hisBasis- persons constant desire to change his

behavior in order to produce more effectivebehavior in order to produce more effectiveinterpersonal style.interpersonal style.

Angry feedback may be useless even when theAngry feedback may be useless even when theinformation is potentially helpful, because theinformation is potentially helpful, because thereceiver may need to reject the feedback in orderreceiver may need to reject the feedback in orderto protect his integrity.to protect his integrity.


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How to give feedbackHow to give feedback

Give feedback with a feelingGive feedback with a feeling

Feel-backFeel-back

Constructive feedback is different formConstructive feedback is different form

destructive criticismdestructive criticism

Immediate. It is not appropriate to save upImmediate. It is not appropriate to save up

negative feelings about someones poornegative feelings about someones poor

performance.performance.

Never attack a persons value as a person. GiveNever attack a persons value as a person. Give

feedback about the specific behavior onlyfeedback about the specific behavior only


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COACHINGCOACHING

A process of building a workingA process of building a working

environment and relationships thatenvironment and relationships that

enhances the development of skillsenhances the development of skills

and the performance of one or bothand the performance of one or boththe parties.the parties.

5 STEP MEETING PROCESS 5 STEP MEETING PROCESS


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COACHINGCOACHING

Step 1: Start the meetingStep 1: Start the meeting

Put the employee at easePut the employee at ease

Define the reason for the discussion in terms ofDefine the reason for the discussion in terms of

the performance areas that need improvementthe performance areas that need improvement Describe performance area and define impactDescribe performance area and define impact

of current performanceof current performance

Step 2: get employees viewsStep 2: get employees views

Seek employees opinion on ways ti improveSeek employees opinion on ways ti improveperformanceperformance

Listen to employees ideasListen to employees ideas



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COACHINGCOACHING

Step3: Discuss your viewsStep3: Discuss your views

First let the employee know where you agreeFirst let the employee know where you agree

Explain where you disagreeExplain where you disagree

Offer suggestions on how to improve, building on theOffer suggestions on how to improve, building on the

employees ideasemployees ideas Step 4: Reach agreementStep 4: Reach agreement

Summarize where both of you standSummarize where both of you stand

Explore both positions: ask and listenExplore both positions: ask and listen

Reach agreement that is best or the organization,Reach agreement that is best or the organization,employee and youemployee and you



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COACHINGCOACHING

Step 5: Find resolutionStep 5: Find resolution

Ask employees what they feel should be doneAsk employees what they feel should be done

Offer your ideasOffer your ideas

Discuss until best resolution is reachedDiscuss until best resolution is reached Provide support and resources as neededProvide support and resources as needed

Summarize the agreementsSummarize the agreements

Schedule follow upSchedule follow up

3 K t d hi i


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3 Keys to good coaching sessions3 Keys to good coaching sessions

Preparation!

Preparation!

Preparation!

M hi b iM t hi b i


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Most common coaching barrierMost common coaching barrier

Managers fail to documentManagers fail to document

performance problems.performance problems.

Wh l D !Wh l D !


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Whale Done!Whale Done!

Wh t i It F Y ?Wh t i It F Y ?


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Whats in It For You?Whats in It For You?

Reduce stressReduce stress

Get more doneGet more done

Just plain feel betterJust plain feel better


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Whats in It for the Organization?Whats in It for the Organization?

Increase retention of top performersIncrease retention of top performers

Increase creativity and innovationIncrease creativity and innovation

Improve service to team membersImprove service to team members

and customersand customers

Inspire passion and boostInspire passion and boost

performance!performance!

Th Wh l D ! A hTh Wh l D ! A h


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The Whale Done! ApproachThe Whale Done! Approach

Build trustBuild trust

Accentuate the positiveAccentuate the positive

When mistakes occur, redirectWhen mistakes occur, redirect

energyenergy

Wh l D ! C B U d IWh l D ! C B U d I


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Whale Done! Can Be Used InWhale Done! Can Be Used In

Peer-to-peer relationshipsPeer-to-peer relationships

Within your work teamWithin your work team

Manager-to-employee relationshipsManager-to-employee relationships

O E ti l B k A t ith OthO E ti l B k A t ith Oth


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Our Emotional Bank Account with OthersOur Emotional Bank Account with Others

When we have positive interactions,When we have positive interactions,

we are making deposits.we are making deposits.

When we have negative interactions,When we have negative interactions,

we are making withdrawals.we are making withdrawals.

F T f RF T f R


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Four Types of ResponsesFour Types of Responses

No ResponseNo Response

Negative ResponseNegative Response

RedirectionRedirection

Positive ResponsePositive Response

R di ti RRedirection Response


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Accelerated DevelopmentAccelerated Development6666

Redirection ResponseRedirection Response

1.1. Describe the problem clearly andDescribe the problem clearly and

without blame.without blame.

2.2. Show its negative impact.Show its negative impact.

3.3. Take the blame, if appropriate.Take the blame, if appropriate.

4.4. Make sure the task is understood.Make sure the task is understood.

5.5. Express trust and confidence.Express trust and confidence.

Wh l D ! RWhale Done! Response


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Whale Done! ResponseWhale Done! Response

Praise immediately.Praise immediately.

Be specific.Be specific.

Share positive feelings.Share positive feelings.

Encourage them to keep up the goodEncourage them to keep up the good

work.work.

leadership training power point_modified

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