leadership & management

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A Power Point Presentation used in the training of students and Youths for good Leadership and Management. Done by Alok Chaubey

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Page 1: Leadership & management
Page 2: Leadership & management

Leadership and Management are like pedals on a bicycle

Page 3: Leadership & management

They work in tandem to build

momentum

Page 4: Leadership & management

And like pedals, they take turns

being the primary driving

force . . .

Page 5: Leadership & management

. . . since some situations call for greater emphasis on leadership . . .

Page 6: Leadership & management

. . . and others demand greater

emphasis on management

Page 7: Leadership & management

So how do you know when to

lead?

Page 8: Leadership & management

And how do you know when to

manage?

Page 9: Leadership & management

The key is to recognize how

management and leadership differ

Page 10: Leadership & management

The mandate for management is to

maintain policies,

processes, and procedures to

achieve defined objectives

Page 11: Leadership & management

The mandate for leadership

is to pull people together and move them

toward a desired future

Page 12: Leadership & management

This core focus on people sets

leadership apart from management

Page 13: Leadership & management

For while we speak of both

managing people and leading people . . .

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. . . we also speak of managing budgets and

managing payrolls

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But we would never speak of

leading a budget or leading a

payroll

Page 16: Leadership & management

We only lead people

Page 17: Leadership & management

Leadership is inherently and

uniquely people-centric

Page 18: Leadership & management

Management, by contrast, is commonly task-centric . . .

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. . . especially when its primary purpose is to manage assets,

functions, or activities

Page 20: Leadership & management

Management is the process of

acquiring, allocating, and

deploying resources . . .

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. . . to assure the sustained

success of an endeavor

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You are functioning as a manager when you are . . .

Page 23: Leadership & management

monitoring goals, processes,

and performance

You are functioning as a manager when you are . . .

Page 24: Leadership & management

setting budgets and tracking

them

You are functioning as a manager when you are . . .

Page 25: Leadership & management

restructuring your team or organization

You are functioning as a manager when you are . . .

Page 26: Leadership & management

eliminating inefficiency and

duplicated effort

You are functioning as a manager when you are . . .

Page 27: Leadership & management

enhancing workflow

You are functioning as a manager when you are . . .

Page 28: Leadership & management

controlling expenses or

cutting costs

You are functioning as a manager when you are . . .

Page 29: Leadership & management

maintaining inventories and

procuring resources

You are functioning as a manager when you are . . .

Page 30: Leadership & management

simplifying or streamlining

the way decisions are

made

You are functioning as a manager when you are . . .

Page 31: Leadership & management

enforcing policies,

standards, and work rules

You are functioning as a manager when you are . . .

Page 32: Leadership & management

resolving personnel issues

You are functioning as a manager when you are . . .

Page 33: Leadership & management

assigning tasks and priorities

You are functioning as a manager when you are . . .

Page 34: Leadership & management

solving production problems

You are functioning as a manager when you are . . .

Page 35: Leadership & management

improving follow-through,

quality, and execution

You are functioning as a manager when you are . . .

Page 36: Leadership & management

Leadership, by comparison, deals with issues which define who we are

and where we are going

Page 37: Leadership & management

We can think of leadership as the

art of rallying people around a

shared purpose . . .

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. . . then motivating them and mobilizing

them to achieve it

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You are functioning as a leader when you are . . .

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promoting corporate values

You are functioning as a leader when you are . . .

Page 41: Leadership & management

casting long-term vision and uniting people

around it

You are functioning as a leader when you are . . .

Page 42: Leadership & management

maintaining complete focus on the mission

You are functioning as a leader when you are . . .

Page 43: Leadership & management

setting and clarifying strategy

You are functioning as a leader when you are . . .

Page 44: Leadership & management

building morale and a sense of

team

You are functioning as a leader when you are . . .

Page 45: Leadership & management

inspiring people and engaging

them more fully

You are functioning as a leader when you are . . .

Page 46: Leadership & management

developing bench strength and preparing

people for succession

You are functioning as a leader when you are . . .

Page 47: Leadership & management

creating deeper trust across the

corporate culture

You are functioning as a leader when you are . . .

Page 48: Leadership & management

building organizational resilience and survivability

You are functioning as a leader when you are . . .

Page 49: Leadership & management

recalibrating to change in your

industry, supply chain, or

marketplace

You are functioning as a leader when you are . . .

Page 50: Leadership & management

promoting and encouraging innovation

You are functioning as a leader when you are . . .

Page 51: Leadership & management

positioning the organization to

be more competitive

You are functioning as a leader when you are . . .

Page 52: Leadership & management

repairing a damaged brand

or reputation

You are functioning as a leader when you are . . .

Page 53: Leadership & management

resolving cultural conflict

in the wake of mergers,

acquisitions, or restructure

You are functioning as a leader when you are . . .

Page 54: Leadership & management

Every organization needs both good leadership and good management

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If either leadership or management is

weak . . .

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. . . it’s like trying to ride a bicycle with a missing

pedal

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It’s never too early to start

building stronger leadership and management

teams

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when to lead

when to manage

and the difference between them

And the place to start is by helping them understand . . .

Page 59: Leadership & management

An ideal theme for • keynotes • breakout sessions • group training

Page 60: Leadership & management

I’ve shared this message with scores of companies and associations. Let

me share it with yours.

Dr. Mike Armour Strategic Leadership

Development International, Inc. Dallas, TX

www.LeaderPerfect.com

Copyright 2014. All rights reserved.

Page 61: Leadership & management

Strategic Leadership Development International, Inc.

Dallas, TX

www.LeaderPerfect.com

Copyright 2014

You are free to reproduce this presentation or post it online unedited and with this copyright

notice attached.

1-877-753-4685