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LEADERSHIP DEVELOPMENT PROGRAM “We are what we repeatedly do. Excellence is not an act, but a habit.- Aristotle ‘THE LEADER IN ME’’ By: [email protected]

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Create a vision – a common ground

Appreciative inquiry

Key factors of leadership

“Be an action oriented leader not a preaching one”

Presentation objective

By: [email protected]

Creating a vision

“Be the change you want to see in the world” - GandhiBy: [email protected]

Appreciative Inquiry

Discovery—identifying existing strengths

Dreaming—describing the best possible future imaginable

Designing—a plan for change

Destiny—implementing the plan to realise the dream

“The ageless essence of leadership is to create an alignment of strengths in ways that make a system’s weaknesses irrelevant.” —Peter Drucker

SADGLAD BAD

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Intentional Change

Discerningyour ideal self

Discovering your real self

Crafting yourLearning agenda

Experimentingand practicing

Identify in your strengths and gaps

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Managerial GridC

on

cern

fo

r p

eo

ple

High

9 (1,9) (9,9)

8

7 Country clubTeam Leader

6

5 (5,5)

4

3 ImpoverishedAuthoritarian

2

1 (1,1) (9,1)

Low 1 2 3 4 5 6 7 8 9 High

Concern for Production

Blake and Mouton’s Managerial Grid

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“Most organizations "and communities “are over managed and under led.”

Steven Covey

“leadership is about what you do, not what you know”By: [email protected]

that make you feel appreciated?

that made you feel appreciated?

that taught you something worthwhile?

Leadership defined

The skill of influencing people to work enthusiastically toward goals identified as being for the common good.

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GREAT LEADERSHIP

ENGAGEMENT

RESULTS

‘Before you decide to lead others, lead yourself first’

Leadership Imperative

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MODEL THE WAY CHALLENGE THE PROCESS

ENABLE OTHERS TO ACT

ENCOURAGE THE HEART

VISIONING

5 Practices of Exemplary Leadership

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Envision the future – forward looking

Enlist others in the common vision

Inspire a shared Vision

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Clarify your personal values

Set the example

Do what you say you will do

Clarify organisational values

Clarify personal values

‘It is easier to develop your strengths than to develop your weaknesses’

Model the way

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Search for opportunities to innovate and improve

Experiment and take risks – learn from mistakes

Challenge the Process

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Foster collaboration

Strengthen others by sharing powers

Enable others to act

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People who feel any Negative emotions People who feel key positive emotions

Engaged

Partial

Disengaged

Partial

Disengaged

Engaged

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Disinterested10%

Irritated12%

Uncomfortable10%

1%

Bored

Apathetic

Insulted

UpsetManipulatedIntimidated

Vulnerable

Anxious

3 emotions that drive disengagement

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Inspired

Enthusiastic

Empowered

Confident

Valued Employee Engagement

The power of positive emotions

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Employee Engagement

Customer Experience Market leadership

1. Create a Culture that encourages engagement

2. Measure employee engagement

3. Develop action plans that developEmployee engagement

4. Hold people accountable for building engagement

5. Reward those who demonstrate progress in building engagement

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TRUST

Employee

Fairness Respect

Relationship with other employees Relationship with your job

Credibility

Relationship With Mgmt

PrideCamaraderie

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TRUST

Thanking

Caring

Developing

Inspiring

Hiring

Celebrating

Sharing

Listening Speaking

Give their Personal BestWork together as a team/ family By: [email protected]

• Companies lose $350 billion a year because of employee disengagement (World wide)

• Seven out of ten employees are not fully engaged in the workplace

• They exhibit negative behaviors and undermine the accomplishments of their coworkers

• Decreased output and a rise in accidents, absenteeism and staff turnover.

• These employees can carry their discontent outside, damaging the organization’s reputation

with customers and potential future hires

• Sixty-nine percent of disengaged employees would move to a new employer for as little as a

5% pay increase

• It would take a 20% increase in salary to attract an engaged employee

• To recruit and train a replacement worker at 150% of salary, including lost productivity

Global employee case

By: [email protected]

Leadership communication

One kind word can warm three months

Stop talking, Listen

Create a SpaceHold Your Judgments

Don't Be a Label ReaderOpen Your Mind

FocusVisualizeRemember NamesQuestions

Be Aware

20%

80%

00

Speakers

Listeners

Exceptional Communicators

65%

28%

7% 0

Communication

NVC

Tonality

Words

50%

10%

40%

During a presentation

Visual

Words

Tonality

Don’t Mind read

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Mental Maps of Others

Visuals Auditories Kinesthetic

brightbird's eye viewcatch a glimpseclearcolorfulenvisageflashfocushazyhighlighthorizonillustratein light oflookmake a scenenoticeobserveperceiveperspective

askcall ondiscussexpresshearinquireloudlistenmentionnoisyoutspokenquietpronounceringsaysoundspeaktalktell

affectboils down toburningclumsyconcerndulleuphoricfeelfirmgrabhandlehardhitimpressintuitknowpressurerelaxroughBy: [email protected]

Management by Leadership - Jack Welch

LEAD MORE, MANAGE LESS

1. Lead2. Manage less3. Articulate your vision4. Simplify5. Get less formal

BUILD A WINNING ORGANIZATION

11. Get rid of bureaucracy12. Eliminate boundaries13. Put values first14. Cultivate leaders15. Create learning culture

HARNESS YOUR PEOPLE

16. Involve everyone17. Make everybody a team player18. Stretch19. Instill confidence20. Make business fun

BUILD THE MARKET-LEADING COMPANY

24. Live speed25. Behave like a small company

6. Energize others7. Face reality8. See change as an opportunity9. Get good ideas from everywhere10. Follow up

21. Be number 1 or number 222. Live quality23. Constantly focus on innovation

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Leadership styles

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A giant ship engine that failed could not be repaired, even by the best experts. Fed up the owners called an old man who had many years of experience.

The old man came and saw around the ship. He observed and gently tapped something, and the engine started.

After some working days the owners received a bill of Rs 10,000/-.

The owners were angry because he had hardly done anything and asked for an itemized bill.

The old man sent it; Rs 2 for tapping and Rs 9998/- for knowing where to tap.

Knowledge is having the right answer.

Intelligence is asking the right question

By: [email protected]

Reference books on Leadership

Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins

The Mission, The Men, and Me: Lessons from a Former Delta Force Commander by Pete Blaber

Once An Eagle by Anton Myrer

Jack: Straight from the Gut by Jack Welch

How to Win Friends & Influence People by Dale Carnegie

Lateral Thinking: Creativity Step by Step (Perennial Library) by Edward De Bono

The One Minute Manager by Ken Blanchard

The Art of War by Sun Tzu (5th century B.C.)

Silent Leadership by David Rock

Primal Leadership by Daniel Goleman

By: [email protected]

“Don’t supervise.Superlead your team to

a winning performance”

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