The third lecture in leadership and people management. If you use the E-Instruction CPS System and have the software that integrates with PowerPoint you will be able to activate the multiple choice questions in the presentation
27. Do Notes
Personal Responsibility From Enron, to global financial
crisis
Simplify Tony Manning, Jack Welch
Understand Breadth, Depth, and "The most important thing I've
Context learned since becoming CEO is
context. It's how your company fits
in with the world and how you
respond to it.” GE's CEO Jeff
Immelt
Leaders learn constantly and also GE's CEO Jeff Immelt
have to learn how to teach
Stay disciplined and detailed “Michael Dell can tell you how many
computers were shipped from
Singapore yesterday."
Like people “So it's critical to understand
people, to always be fair, and to
want the best in them.” Jeff Immelt
28. In HBR, Kotter
show the leader
task by contrasting
it to management…
29. Management Leadership
Planning and Budgeting Setting a Direction
Organizing and Staffing Aligning People
Controlling and Problem Motivating People
Solving
“Motivation and inspiration
energize people,
not by pushing them in the right
direction but
by satisfying basic human
needs” John Kotter HBR, 1990
30. According to Kouzes
and Posner our first
challenge is to rid
ourselves of these
outdated traditions
and myths
31. A field guide for Leadership
By Jim Kouzes and Barry Posner
32. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: The ideal
organization is orderly
and stable, and can and
should run like clock work
Fact:
The best leadership
achievements come from
challenging the process,
changing things, shaking
up the organization
33. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: Leader as
“renegade” who magnetizes
a band of followers with
courageous acts
Fact:
Leaders attract constituents
not because of their willful
defiance, but because the
leader has a deep faith in
the human capacity to
adapt and grow
34. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: Good managers
focus on the short term.
Fact:
Effective leaders have a
long term future
orientation
35. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: Leaders are
visionaries with Merlin-like
powers
Fact:
Leaders must have a vision, a
sense of direction, but not
psychic foresight. It can be
their original thinking or
someone else’s.
36. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: Leaders ought to be
cool, aloof and analytical; they
should separate emotions
from work
Fact:
When real life leaders discuss
what they are proudest of in
their own careers they
describe feelings of
inspiration, passion, elation,
intensity, challenge, caring
and kindness – and yes, even
love
37. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: Leaders have the
special gift of Charisma!
Fact:
Leaders’ dynamism
comes from a strong
belief in a purpose and
a willingness to express
that conviction
38. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: The job of management
is primarily one of control: of
resources including time,
money materials and people.
Fact:
The more leaders control
others, the less likely it is that
people will excel, the less
they’ll be trusted. Leaders
don’t command and control;
they support and serve.
39. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: It’s lonely at the
top
Fact:
The most effective
leaders are involved and
in touch with those they
lead. They care deeply
about them, and often
refer to them as family.
40. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: Leaders are
superior – those on top
are automatically leaders.
Fact:
Leadership isn’t a place:
it’s a process. It involves
skills and abilities useful
in the executive suite and
on the front line.
41. A field guide for Leadership
By Jim Kouzes and Barry Posner
Myth: Leaders are born,
not made.
Fact:
Leadership is not in a
gene; it is an observable,
learnable set of practices.
The belief that leadership
can’t be learned is a
powerful deterrent to
leadership development
42. A field guide for Leadership
By Jim Kouzes and Barry Posner
Model The Way
Inspire A Shared
Vision
Challenge The Process
Enable Others To Act
Encourage The Heart
43. So now we know
what they do – but
what must they
have…
53. Collin. P. Huntington
“ W shall build good ships here
e
-At a profit if we can
-At a loss if we must
-But always good ships”
Newport News Ship Building Company 1891
• Forward Looking
54. Winston Churchill
“ Before you can inspire with emotion,
you must be swamped with it yourself.
Before you can move their tears, your
own must flow. To convince them, you
must yourself believe.”
• Inspiring
55. Dee Hock
“ The problem is never how to get new,
innovative thoughts into your mind,
but how to get the old ones out.”
• Competent
70. Kouzes and Posner
Ninety percent of executives rate
themselves as effective
communicators. Only thirty percent of
their subordinates agree.
• Communication
71. Kouzes and Posner
The biggest problem with leadership
communication
is the illusion that it has occurred.
• Communication
72. Antonio R. Damasio
Neurologists agree that facts, emotions and
symbols must be created as “ images” in order for
the brain to order them, process them and
produce thought. Creating images is essential.
A “ images” include sights, sounds, smells and
nd
feelings.
• Communication
73. Every year since 1950, the
number of American
children gunned down has
doubled.
• Communication
79. Harley executive, quoted in Results-based
Leadership
“ W we sell is the opportunity for a 43 year-old
hat
accountant to dress up in black leather, ride
through small towns and have people be afraid of
him.”
• Communication
80. They Did Not Say A
Word, Y They
et
W ere
Communicating
Perfectly…
• Communication
87. “ Reason without emotion
is neurologically
impossible.”
Dr. Antonio Damasio, Descartes’ Error:
Emotions, Reason, and The Human
Brain
• Emotional Intelligence (EQ)
88. Inte e eC ntrib n to
llig nc o utio
EQ C ntrib n toSuc e s
o utio cs
Suc e s
cs
• Emotional Intelligence (EQ)
89. Under the pressure of
change EQ is extremely
important…
• Emotional Intelligence (EQ)
93. Increasing Self Awareness
Introspection
Self-observation
Self-disclosure
Social comparison
Interaction with diverse
people
94. Frances Wilks 1998
“Anger is one of the greatest teachers that we
can have in the pursuit of emotional
intelligence.”
95. Why do we choose it?
To gain control
To get what we want
To get others to help us
To hide real feelings
To avoid responsibility
• But Anger Is A Choice
103. •Do you know what is expected of you at work?
•Do you have the materials and equipment you need to do your work
right?
•At work, do you have the opportunity to do what you do best every
day?
•In the last seven days, have you received recognition or praise for
doing good work?
•Does your supervisor, or someone at work, seem to care about you as
a person?
•Is there someone at work who encourages your development?
•At work, do your opinions seem to count?
•Does the mission/purpose of your company make you feel your job is
important?
•Are your associates (fellow employees) committed to doing quality
work?
•Do you have a best friend at work?
•In the last six months, has someone at work talked to you about your
progress?
•In the last year, have you had opportunities at work to learn and grow?
Copyright 1992-1999 The Gallup Organization, Princeton, NJ
108. Clarity of purpose;
Strong individuals;
Focus;
Roles and role flexibility;
Training and competence;
Trust;
Commitment;
Communication;
Line of sight between
performance
and reward.
116. Sources
Descartes' Error: Emotion, Reason and the Human Brain
By Antonio R. Damasio
Published by Penguin Books, 2005
ISBN 014303622X, 9780143036227
The Leadership Challenge: how to get extraordinary things done in
organizations
By James M. Kouzes, Barry Z. Posner, Thomas J. Peters
Published by Jossey-Bass Publication, 1990
Original from the University of Michigan
Digitized 23 Aug 2007
ISBN 155542211X, 9781555422110
www.tompeters.com
www.12manage.com
117. Sources
Emotional Intelligence
By Daniel Goleman
Published by Bantam Books, 1995
ISBN 055309503X, 9780553095036
http://www.minnaar-cc.com
www.tompeters.com
www.12manage.com
http://www.haygroup.com
https://www.clc.executiveboard.com