leadership that mysterious talent (3)

LeadershipLeadership That Mysterious Talent

Muawiya A. Abu Jubain2006©

References• The Extraordinary Leader: Turning Good Managers

into Great Leaders by John H. Zenger, Joseph Folkman.• Lead to Succeed: Creating Entrepreneurial

Organizations by Colin Turner.• The New Leaders: Transforming the Art of Leadership

into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman.

• Straight From the Gut & Winning by Jack Welch.• Good to Great: Why Some Companies Make the

Leap... and Others Don't by Jim Collins.• You’r the Greatest by Francis X. Maguire.• The 8th Habit From Effectiveness to Greatness by

Stephen Covey.• The Power of Choice Theory by Dr. Basheer Al-Rashidi.• Several Leadership Articles from HBR.• Several Articles from PM Magazine.• My Own Experience.

A Word to the Audience

Purpose

Far more leaders are made than born. You can shape your behavior, and,

therefore, your effectiveness.(PM Network Magazine)

Purpose

Turn ordinary team members to Extraordinary Leaders

Agricultural AgeIndustrial AgeInformation Age

Ages of Civilization

Hunting Age

A Basic Need for theInformation Age

Leadership & Culture

LeadershipLeadership

Career Developmentthe four stages model

Stage IDepending on Others

Stage IIContributing Independently

Stage IIIContributing through others

Stage IVLeading through vision


Accept directions






Focus on detailed & routine tasks




Learn The Technology




Learn The Organization




Time Is Limited




Assume Responsibility for a Definable Project




Self dependant




Technical expertise and strong reputation




Strong Relationships




Better Self-confidence




Potential leaders cannot skip stage

Stage IIIContributing Through Others

Stage IIIContributing through

others


others

Signs of developing others



others


others

Work withwith and throughthrough others



others


others

Organizational impact by mentoring others



others


others

Represent the organization



others


others

Take on more responsibility



others


others

Title is irrelevant to them

Stage IVLead Through Vision



Create the Vision of the organization




Define the strategic direction of the

organization




Exercise strong influence over the critical issues




Represent the organization




The antenna to the outside world




Shape the culture




Translate the strategic directions into personal

objectives for people

Int

erpe

rson

al S

kills

Inte

rper

sona

l Ski

lls L

ead

Org

. Cha

nge

Lea

d O

rg. C

hang

e

Foc

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n R

esul

ts

Foc

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n R

esul

tsP

erso

nal C

apab

ility

Per

sona

l Cap

abili

ty

Ch

arac

ter

Ch

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ter

The Leadership Tent

Character

Integrity

Character

Credibility

Character

Telling the truth

Character

Humane

Character

Following Principles

Character

Organizational interestsSupersede Own

Character

Always learning

Character

Communicates

With-In & With-OutWith-In & With-Out

Character

Looks for feedback

Character

Persistent

Character

Emotionally resilient

Character

Forgives, does not ask for permission

OPPORTUNITYISNOWHERE

OPPORTUNITY IS NOW HERE

Positive

OPPORTUNITY IS NO WHERE

Character

Character

Does not see others as competitors

Character

Not arrogant

Ego means No-GoEgo means No-Go

Character

Trusts others

Personal Capability

Technical Knowledge

Personal Capability

Product Knowledge

Personal Capability

Problem solving skills

Personal Capability

Professional Skills

• Crises• Pressing Problems• Deadline Driven Projects• Meetings

I • Preparation• Prevention• Values Clarification• Planning• Relationship Building• True re-creation• Empowerment

II

• Interruptions, some phone calls

• Some mail, some reports• Some meetings• Many Proximate,

pressing matters• Many popular activities

III• Trivia, busywork• Some phone calls• Time wasters• ESCAPE activities• Irrelevant mail• Excessive TV

IV

Imp

ort

ant

Urgent Not UrgentN

ot

Imp

ort

ant

First Things FirstFirst Things First

Personal Capability

Innovative

Personal Capability

Initiative

Personal Capability

Effective use of Information Technology

Focus on Results (1)

• Establish stretch goals for their people.• Be responsible for all outcomes.• Mentor their people.• Sponsor an initiative.• Translate organization goals into

actions.


• Operate with speed and intensity.• Champion the cause of the customer.• Balance long term and short term

objectives.• Brings Ideas into Action.


• Pushes to take the next step forward.• Works with Enthusiasm, Energy and

Passion.• Looks for new ways to improve work.

Interpersonal Skills (1)People Skills

• Decisive.• Communicating Powerfully and

Prolifically.• Inspiring Others to High Performance.• Building positive relationships with

others.• Developing the skills and talents of

subordinates.


• Being open and receptive to new ideas.• Responding positively to feedback.• Effectively resolving conflicts.• Influencing people upward in the

organization.• Empowering others.


• Building the self-esteem of others.• Teaching others in a helpful manner.• Being an effective team member.• Rewarding the contributions of others.• High level of Ownership.• Working in a collaborative manner with

others.

A Knowledge Sharing HintA Knowledge Sharing HintKnowledge-AbilityKnowledge-Ability

Knowledge

Knowledge

PersonalExperiences

Knowledge-Ability

Knowledge-Ability

A Knowledge Sharing HintA Knowledge Sharing HintKnowledge-AbilityKnowledge-Ability

You have to let goIf you want to grow …

Let Go & Grow

ResponsibilityReplication

S

LIM

eniority

oyalty

ntegrity

aturity

RepRes

MILKS & Rep-ResMILKS & Rep-Res

Knowledge

S

LIM

RepRes

MILKS & Rep-ResMILKS & Rep-Res

K

--

+

+Management

Follow Up&

Attention

Listening Skills (1)Listening Skills (1)

• Listen without judgment

• Listen with the willingness to be swayed

• Listen without thinking about what you will say next

• Do not be invested in being right

• If your mind wanders, ask for repetition

• Repeat back what you heard

Listening Skills (2)Listening Skills (2)

• Listen to yourself

• Be honest, but considerate

• Get comfortable with gray

• Do not be invested in being right

• Have integrity and build trust

• Good listening skills take practice

Leading OrganizationalChange (1)

• Champion for a change in the organization.

• Leads projects or programs, presenting them so that others support them.

• Is and effective marketer for such projects or programs.

• Has a strategic perspective.

Leading OrganizationalChange (2)

• Knows his/her work relates to the organization’s strategy (line-of-sight connection).

• Translates the organization’s vision into challenging objectives for others.

• Balance the long term and the short term needs of the organization.

Developing one’s ownLeadership Skills

Decide to become agreat leader

• When I grow up I want to be a doctor.• When I Grow up I want to be in I.T.• I want to grow up to be a leader.• I want to be a great leader.

Develop and displayHigh Personal Character (1)

Learn to say “NO”


You are

fired

When needed … Terminate a Friend.


Have the will to take charge and make certain that the group performs well.


Maintain an attitude of humilityThis will make you approachable.

Culture ofDiscipline

TechnologyAccelerators

Confront the Brutal Facts

HedgehogConcept

First Who...Then What

Level 5Leadership

Organizations thatTransformed from

Good to Great

Disciplined People Disciplined Thought Disciplined Action

Buildup …..Bre

akthro

ugh !


Good to Great

First Who...Then What

Level 5Leadership

Disciplined People


Good to Great

Level 5Leadership

11

22

33

44

55

Catalyzes commitment to and vigorous pursuit of a clear and

compelling vision, stimulating higher performance standards.

Contributes individual capabilities to the achievement of group

objectives and works effectively with others in a group setting

Level 5 Leaders

11

22

33

44

55

Organizes people and resources toward the effective and efficient

pursuit of predetermined objectives

Makes productive contribution through talent, knowledge, skills, and good

work habits.

Builds enduring greatness through a paradoxical blend of personal

humility and professional will

Level 5 Leaders

11

22

33

44

55


Have a mirror or an internal mentor.


• Be cautious of the commitments you make and always deliver. Do not Over promise.

• Improve your character if needed.

CharacterCharacter AttitudeAttitudeBehaviorBehavior

Develop New Skills

• Enroll in developmental experiences.• Learn to present in front of large group.• Learn to write concise report about an

important subject.Every new skill learned and used lifts that specific skill and

numerous others along with it.

Identify Your Strengths

• List your major contributions over the past two to three years.

• Helps you to reveal where you are likely to make significant contributions in the future.

Where will your motivation be highest?

Where are you likely to feel some constant reward?

Where are you apt to make the greatest amount of progress?

What is the best path by which to develop credibility?

Identify Your Weaknessesand Make them Irrelevant

• No one can do everything.• Use Delegation and Empowerment.• Structure your role to play to your

strengths.• Have others fill in the gaps.

SpellingSpelling

I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid aoccdrnig to a rscheearch taem at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a word are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Such a cdonition is arppoiately cllaed Typoglycemia :)- Amzanig huh?And yuo awlyas thought slpeling was ipmorantt !!!!

Fix the Fatal Flaws

• Inability to learn from mistakes.

• Lack of Interpersonal Skills and Competencies.

• Lack of Openness to New or Different Ideas.

• Lack of Initiative.– What is missing that would make a big difference?

– What needs to be done that only I can do?

– What could I do that would make a significant difference to the performance of this work team?

– What are others expecting me to do?

Fix the Fatal Flaws

• Lack of Accountability– Behavior with Subordinates

– Behavior with Upper Management

– Behavior with Other Groups

– Personal Attitude and Values

Behavior with SubordinatesBehavior with Subordinates

• Take complete charge of the group. Define goals and never relieve anyone from his/her responsibility.

• Pass Praise and Credit along to subordinates. Never take personal Credit for things that were produced by others.

• Terminate poor Performers when necessary.

Behavior towards UpperBehavior towards UpperManagementManagement

• Accept criticism for mistakes.

• Protect the group from excessive criticism.

• Insure that the group meets the expectations of the upper management.

Behavior with Other GroupsBehavior with Other Groups

• Do not let anything fall in the cracks between your group and other groups.

If it is not someone else’s clear responsibility, then we will do

it.

Personal Attitudes andPersonal Attitudes andValuesValues

• Put the organizational goals ahead of personal ambitions.

• Put the welfare of the whole organization ahead of your own department or unit.

• Do things for which there may be no immediate reward.

• Use the organization’s resources as if they were your own.

• Put emphasis on acting responsible. Do not ask for Power or Authority.

Increase the Scope ofyour Assignment

• Increasing the Scope of assignment will increase responsibility.

• Increasing the Scope may be granted to you or self-granted.– Applying for a transfer.

– The implementation of a new procedure.

– Initiation of a new project.

– ….

• Provides with better knowledge about the organization

• Allows you to achieve greater visibility.

Connect with Role Models

• Great deal can be learned from merely watching and listening.

• Look for the right thing to do and learn from the mistakes of others.

Seek Feedback

• There is a huge gap between how leaders see themselves and how subordinates perceive them. Feedback closes this gap.

• Feedback makes you change how you act rather change the way you see yourself.

• Feedback creates a more wholesome working relationship.

• Assume that the giver has a pure and positive intent.

• It is the golden path to continual improvement.

Watch the reality theOrganization is Facing

• Look at the organization in the eyes of:– A Competitor.

– A Supplier.

– A Customer.

• Be aware of the industry trends and where your organization fits into that.

Learn to think StrategicallyLearn to think StrategicallyLearn to think StrategicallyLearn to think Strategically

Learn to think StrategicallyLearn to think StrategicallyLearn to think StrategicallyLearn to think Strategically

EmotionalEmotionalIntelligenceIntelligence




Self AwarenessSelf AwarenessSelf AwarenessSelf AwarenessSocial SkillsSocial SkillsSocial SkillsSocial SkillsSelf RegulationSelf RegulationSelf RegulationSelf RegulationEmpathyEmpathyEmpathyEmpathyMotivationMotivationMotivationMotivation

Perfection or Excellence?

Excellence is willing to be wrongPerfection is being right.

Excellence is risk.Perfection is fear.

Excellence is powerful.Perfection is anger and frustration.

Excellence is spontaneous.Perfection is control.

Excellence is accepting.Perfection is judgment.

Excellence is giving.Perfection is taking.

Excellence is confidence.Perfection is doubt.

Excellence is flowing.Perfection is pressure.

A Communication Hint

• We Cannot NOT Communicate– We do it by our presence

– We do it by our absence

– We do it by our silence

– We do it by our words

– We do it by our choices, gestures and attitudes

– We may not always do it well, but we always do it

Stimulus and Response

ResponseResponseFreedomFreedomTo CHOOSETo CHOOSEStimulusStimulus

The Powerof Choice

ReactionReaction EmotionsEmotions

ActionActionBasicBasicRelationshipRelationship

Prepare for yourNext Job

• Wise leaders look into the future for roles they will be playing.

• They prepare themselves for the new role.– Will the future role require more technical

expertise?

– Will it require more strategic thinking skills?

– ….

The Best Way to Predict the Future …

The Best Way to Predict the Future …

Is to Invent it.Is to Invent it.

The 15 Rules of Leadership1. Decide to become a leader.

2. Develop and display high personal character.

3. Develop new skills.

4. Identify your strengths.

5. Identify your weaknesses and make them irrelevant.

6. Fix the fatal flaws.

7. Increase the scope of your assignment.

8. Connect with role models.

9. Seek feedback.

10. Watch the reality the organization is facing.

11. Learn to think strategically.

12. Have emotional intelligence.

13. Seek Excellence not Perfection.

14. Watch for your Communication.

15. Prepare for your next job.

What Leaders DoJack Welch

• Leaders relentlessly upgrade their team, using encounter as an opportunity to evaluate, coach, and build self-confidence.

• Leaders make sure people not only see the vision, they live and breath it.

• Leaders get into everyone’s skin, exuding positive energy and optimism.

• Leaders establish trust with candor, transparency, and credit.

• Leaders have the courage to make unpopular decisions and gut calls.

• Leaders inspire risk taking and learning by setting the example.

• Leaders celebrate.

Manager or Leader?

LeaderLeader

• Teamwork• Vision• Values• Clarity of Mission• Managing Change• Enriching Culture• Decisive• Humane• Initiative & Innovation

ManagerManager

• Financial Acumen• Project Management• Strategy• Organizing Skills• Process Improvement• Financial Control• Information Technology

Manager Leader

LeadershipThe Movie

THANK YOUTHANK YOU

References• The Extraordinary Leader: Turning Good Managers

into Great Leaders by John H. Zenger, Joseph Folkman.• Lead to Succeed: Creating Entrepreneurial

Organizations by Colin Turner.• The New Leaders: Transforming the Art of Leadership

into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman.

• Straight From the Gut & Winning by Jack Welch.• Good to Great: Why Some Companies Make the

Leap... and Others Don't by Jim Collins.• You’r the Greatest by Francis X. Maguire.• The 8th Habit From Effectiveness to Greatness by

Stephen Covey.• The Power of Choice Theory by Dr. Basheer Al-Rashidi.• Several Leadership Articles from HBR.• Several Articles from PM Magazine.• My Own Experience.

leadership that mysterious talent (3)

Economy & Finance

stage stage

vision stage iv

organization stage

directions stage

responsibility stage

workwithandthroughothers

limited stage

technology stage