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