Leading and LeadershipLeading and Leadership
Goal Setting and LeadershipGoal Setting and Leadership
SupervisingSupervising
Coaching for LeadershipCoaching for Leadership
Goal Setting and LeadershipGoal Setting and Leadership Goals emphasize results, not efforts.Goals emphasize results, not efforts. A good leader should facilitate the process of goal setting in organizations.A good leader should facilitate the process of goal setting in organizations. Leading organizations convey of where they will be in the future.Leading organizations convey of where they will be in the future. ““As a leader, you have to get your people to trust you and be sold on your As a leader, you have to get your people to trust you and be sold on your
vision.”vision.” (Clark, Donald. 1997. Leading & Leadership, (Clark, Donald. 1997. Leading & Leadership,
Source: http://www.nwlink.com/~donclark/leader/leadled.html)Source: http://www.nwlink.com/~donclark/leader/leadled.html)
Goals setting – characteristics:Goals setting – characteristics:– ““They should be realistic and attainable. They should be realistic and attainable.
– They should improve the organization (moral, monetary, etc.). They should improve the organization (moral, monetary, etc.).
– All the people should be involved in the goal-setting process. All the people should be involved in the goal-setting process.
– A program should be developed to achieve each goal.”A program should be developed to achieve each goal.”
(Clark, Donald. 1997. Leading & Leadership, Available from:(Clark, Donald. 1997. Leading & Leadership, Available from:
Source: http://www.nwlink.com/~donclark/leader/leadled.html)Source: http://www.nwlink.com/~donclark/leader/leadled.html)
Goal Setting - U.S. Army Handbook: characteristics:Goal Setting - U.S. Army Handbook: characteristics:– Goal DifficultyGoal Difficulty
– Goal SpecificityGoal Specificity
– FeedbackFeedback
– Participation in Goal SettingParticipation in Goal Setting
The Six Steps of Goal Setting:The Six Steps of Goal Setting:– Step 1 – Setting Strategic Vision. Example:Step 1 – Setting Strategic Vision. Example:
» Delta Airlines: “…we want to be the Worldwide Airline Choice.”Delta Airlines: “…we want to be the Worldwide Airline Choice.”
(Source: Sky Magazine, December 1993, p. 10 apud Strickland, Thompson.(Source: Sky Magazine, December 1993, p. 10 apud Strickland, Thompson.
1999. Strategic Management – Concepts and Cases. McGraw-Hill International 1999. Strategic Management – Concepts and Cases. McGraw-Hill International
Editions)Editions)
The strategic vision “suggests a mental picture of what the future organization The strategic vision “suggests a mental picture of what the future organization will look like. The concept also implies a later time horizon.”will look like. The concept also implies a later time horizon.”
(Source: Clark, Donald. 1997. Leading & Leadership, Available from:(Source: Clark, Donald. 1997. Leading & Leadership, Available from:
http://www.nwlink.com/~donclark/leader/leadled.html))
The strategic vision is about clarifying the future direction of your The strategic vision is about clarifying the future direction of your organization.organization.
Pareto’s Principle – The 80 – 20 RulePareto’s Principle – The 80 – 20 Rule– Pareto, an Italian economist, described the unequal distribution of wealth Pareto, an Italian economist, described the unequal distribution of wealth
in Italy, postulating his famous “20-80 Rule”, i.e. 20% of the people in Italy, postulating his famous “20-80 Rule”, i.e. 20% of the people owned 80% of the national wealth. owned 80% of the national wealth.
Joseph Juran, a Quality Management pioneer, “recognized a Joseph Juran, a Quality Management pioneer, “recognized a universal principle he called the "vital few and trivial many“.universal principle he called the "vital few and trivial many“.(F. John Reh. Pareto's Principle - The 80-20 Rule. About, Inc. 2005. Available from: (F. John Reh. Pareto's Principle - The 80-20 Rule. About, Inc. 2005. Available from: http://management.about.com/cs/generalmanagement/a/Pareto081202.htm)http://management.about.com/cs/generalmanagement/a/Pareto081202.htm)
Joseph Juran postulated “that 20 percent of something always Joseph Juran postulated “that 20 percent of something always are responsible for 80 percent of the results”. are responsible for 80 percent of the results”. (Ibid.)(Ibid.)
The value of Pareto’s Principle – “The 80-20 Rule” is that helps The value of Pareto’s Principle – “The 80-20 Rule” is that helps leaders focus on what really matters. leaders focus on what really matters.
Some leaders fail to focus on what really matters, “wasting trap Some leaders fail to focus on what really matters, “wasting trap of going after the 80% of items that only have a value of 20% of of going after the 80% of items that only have a value of 20% of the total net worth.” the total net worth.” (Source: Clark, Donald. 1997. Leading & Leadership, Available from: (Source: Clark, Donald. 1997. Leading & Leadership, Available from: http://www.nwlink.com/~donclark/leader/leadled.html))
The strategic vision should “picture” the 20% that will have the greatest The strategic vision should “picture” the 20% that will have the greatest impact on organizational future. (See Clark, Donald. op. cit.)impact on organizational future. (See Clark, Donald. op. cit.)
Failing to do so will induce misleading direction for achieving organizational Failing to do so will induce misleading direction for achieving organizational vision.vision.
Step 2 – Goals: Goals should be established with active participation of teams Step 2 – Goals: Goals should be established with active participation of teams involved in organizational settings.involved in organizational settings.
Step 3 – Objectives: “Definable objectives provide a way of measuring the Step 3 – Objectives: “Definable objectives provide a way of measuring the movement towards vision achievement.” movement towards vision achievement.” (Clark, Donald. op. cit.)(Clark, Donald. op. cit.) The objective The objective are established in precise and measurable terms. Objectives are ways of are established in precise and measurable terms. Objectives are ways of getting “general ownership by the entire team.” (Clark, Donald. op. cit.) getting “general ownership by the entire team.” (Clark, Donald. op. cit.)
Step 4 – Tasks: “Tasks are the means for accomplishing objectives.” Step 4 – Tasks: “Tasks are the means for accomplishing objectives.” (Clark, (Clark, Donald. op. cit.) Donald. op. cit.)
Step 5 - Time LinesStep 5 - Time Lines
Step 6 - Follow-upStep 6 - Follow-up
SupervisingSupervising ““Supervision is keeping a grasp on the situation and ensuring Supervision is keeping a grasp on the situation and ensuring
that plans and policies are implemented properly. It includes that plans and policies are implemented properly. It includes giving instructions and inspecting the accomplishment of a giving instructions and inspecting the accomplishment of a task.” task.” (Clark, Donald. op. cit.) (Clark, Donald. op. cit.)
Over-supervisionOver-supervision
Under-supervisionUnder-supervision
EvaluatingEvaluating
Coaching for LeadershipCoaching for Leadership Coaching is a focused process that unlocks potential and improve Coaching is a focused process that unlocks potential and improve
performance at both individual and organizational levels.performance at both individual and organizational levels. Developing critical insights, bringing a new sense of purpose to their actions Developing critical insights, bringing a new sense of purpose to their actions
are factors contributing to improved organizational performances.are factors contributing to improved organizational performances. Coaching for leadership is based on a partnership between coach and leader. Coaching for leadership is based on a partnership between coach and leader. Coaches instigate positive change and then leave them to profit accordingly. Coaches instigate positive change and then leave them to profit accordingly. “ “Regardless of the situation, if people can change the way they think, they Regardless of the situation, if people can change the way they think, they
can change the way they feel. If they can change the way they feel, they can can change the way they feel. If they can change the way they feel, they can change the actions they take. By changing their actions, life changes can change the actions they take. By changing their actions, life changes can follow.” follow.”
(Kathryn M. Johnson. 2005. Available from: (Kathryn M. Johnson. 2005. Available from: http://www.clomedia.com/content/templates/clo_article.asp?articleid=851&zoneid=162)http://www.clomedia.com/content/templates/clo_article.asp?articleid=851&zoneid=162)
““There are five topics coaches and leaders explore to learn There are five topics coaches and leaders explore to learn about the leader’s ability and willingness to attain desired about the leader’s ability and willingness to attain desired outcomes: outcomes: – Value system and the resulting desire to grow and develop in new ways.Value system and the resulting desire to grow and develop in new ways.
– Awareness of language, body and emotions. Awareness of language, body and emotions.
– Willingness to stop or change behaviors that interfere with the leader’s Willingness to stop or change behaviors that interfere with the leader’s progress. progress.
– Approach to organizing thinking, planning and expectations. Approach to organizing thinking, planning and expectations.
– Behavior during challenging situations and strategies for resolution.”Behavior during challenging situations and strategies for resolution.”(Kathryn M. Johnson. 2005. Available from: (Kathryn M. Johnson. 2005. Available from: http://www.clomedia.com/content/templates/clo_article.asp?http://www.clomedia.com/content/templates/clo_article.asp?articleid=851&zoneid=162)articleid=851&zoneid=162)
