leadership
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leadershipTRANSCRIPT
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Leadership
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What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
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Types of Leaders
Leader by the position achievedLeader by personality, charisma Leader by moral exampleLeader by power heldIntellectual leaderLeader because of ability to
accomplish things
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Managers vs. Leaders
ManagersFocus on thingsDo things rightPlanOrganizeDirectControlFollows the
rules
LeadersFocus on peopleDo the right
thingsInspireInfluenceMotivateBuild Shape entities
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Common Activities
Planning OrganizingDirecting Controlling
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Planning
ManagerPlanningBudgetingSets targetsEstablishes
detailed stepsAllocates
resources
LeaderDevises strategy
Sets directionCreates vision
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Organizing
ManagerCreates
structureJob descriptionsStaffing HierarchyDelegatesTraining
LeaderGets people on
board for strategy
CommunicationNetworks
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Directing Work
ManagerSolves problemsNegotiates Brings to
consensus
LeaderEmpowers
peopleCheerleader
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Controlling
Manager Implements
control systems Performance
measuresIdentifies
variancesFixes variances
Leader MotivateInspireGives sense of
accomplishment
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Leadership TraitsIntelligence
More intelligent than non-leaders
Scholarship Knowledge Being able to
get things donePhysical
Doesn’t see to be correlated
Personality Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability
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Leadership StylesDelegating
Low relationship/ low task
Responsibility Willing employees
Participating High relationship/
low task Facilitate
decisions Able but unwilling
Selling High task/high
relationship Explain decisions Willing but unable
Telling High Task/Low
relationship Provide instruction Closely supervise
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New Leaders Take Note
General Advice Take advantage
of the transition period
Get advice and counsel
Show empathy to predecessor
Learn leadership
Challenges Need
knowledge quickly
Establish new relationships
Expectations Personal
equilibrium
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New Leader Traps
Not learning quickly
IsolationKnow-it-allKeeping
existing teamTaking on too
much
Captured by wrong people
Successor syndrome
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Seven Basic Principles
Have two to three years to make measurable financial and cultural progress
Come in knowing current strategy, goals, and challenges. Form hypothesis on operating priorities
Balance intense focus on priorities with flexibility on implementation….
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Seven Basic Principles, con’t
Decide about new organization architecture
Build personal credibility and momentum
Earn right to transform entityRemember there is no “one”
way to manage a transition
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Core Tasks
Create Momentum
Master technologies of learning, visioning, and coalition building
Manage oneself
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Create MomentumFoundation for
change Vision of how
the organization will look
Build political base to support change
Modify culture to fit vision
Learn and know about company
Securing early wins First set short
term goals When achieved
make a big deal Should fit long
term strategy
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Create MomentumBuild credibility
Demanding but can be satisfied
Accessible but not too familiar
Focused but flexible
Active Can make
tough calls but humane
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Master Technologies
Learn from internal and external sources
Visioning - develop strategy Push vs. pull tools What values does the strategy embrace? What behaviors are needed?
Communicate the vision Simple text - Best channels Clear meaning - Do it yourself!
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Enabling Technologies, con’t
Coalition building Don’t ignore politics Technical change
not enough Political
management isn’t same as being political
Prevent blocking coalitions
Build political capital
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Manage Oneself
Be self-awareDefine your
leadership styleGet advice and
counsel Advice is from
expert to leader Counsel is
insight
Types of help Technical Political Personal
Advisor traits Competent Trustworthy Enhance your
status
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How Far Can You Go?