Sec3 the art of leadership
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This document discusses leadership skills and expectations. It identifies important leadership skills such as decision-making, direction setting, arbitration, mediation, facilitating, and motivation. Good leaders map out expectations, believe in their vision and goals, and work as a team. Leaders must understand expectations of their team and superiors, which include having drive, communicating well, exercising good judgment, and creating trust. The document provides tips for how leaders can delegate effectively and simplify tasks through managing details.
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Sec3 the art of leadership
- 1. Leadership: a Subject Loeb M, Kindel S. Leadership For Dummies. For Dummies; 1999.
- 2. I find the great thing in this world is not so much where we stand, as in what direction we are moving. -Oliver Wendell Holmes Leadership: a Subject What are the skills of a leader?
- 3. Decision-making Direction Setting Arbitration & Mediation Facilitating Cheerleading Skills as a leader
- 4. You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face….. -Anna Eleanor Roosevelt Harnessing your Strengths & Weaknesses Keeping Your Balance Cooperating Listening Placing Others above Yourself
- 5. Oft expectation fails, and most oft there. Where it most promises. -William Shakespeare Expectations
- 6. Mapping out your expectations • Believing in your vision • Accepting your goals as realistic and doable • Believing in you mission and collective goals • Coming to you for leadership, motivation, and encouragement • Working as a team • Cooperating to accomplish the goal • Informing your team of resources • Being accountable and not blaming each other
- 7. Understanding the team expectations • Having intelligence • Communicating thoughts and ideas well • Having a drive to succeed • Demonstrating a sense of urgency about the mission • Being intellectually honest and rigorous • Exercising good judgment • Being dependable and consistent • Creating an atmosphere of trust • Creating a learning environment • Looking for common ground
- 8. Living up to expectations of superiors • Establishing goals and missions quickly • Marshalling your resources to the maximum benefit • Keeping senior management from being surprised • Building an effective team that can operate without you
- 9. The genius of a goodleader is to leave behindhim a situation which common sense, without the trace of genius, can deal with successfully. -Walter Lippmann Axioms of Leadership
- 10. What Leaders Do • Leaders provide a check and balance on managers • Use common sense • Hang your goals on the wall • Make a contract with your team • Keep the task simple and obvious • Change your criteria for selecting managers • Focus on people, not on systems • Take the long view • Break goals down to a manageable size • Never miss an opportunity to rethink • Every enterprise stands on its own • Renovate before you innovate • Continuous Improvement isn’t just for products
- 11. How Leaders Do It • Timing is everything • Focus on vision and goals
- 12. Managing as a Leader Our life is frittered away by detail…simplify, simplify. -Henry David Thoreau
- 13. Managing as a Leader Know how to delegate Know what to delegate Settle disputes Set reasonable goals Allow the team to find its own path
- 14. Leading When You Aren’t Really the Leader Because of not daring to be ahead of the world, one becomes the leader of the world. -The Way of Lao-tzu
- 15. • Improve even the simplest things • Use information to build team spirit • Always ask on behalf of the group, never for yourself • Get your group involved in the community • Get a logo • Don’t pick fights with your bosses Leading as a follower
- 16. • Rally the troops • Follow the money • Pick a short-term goal • Know when events are beyond your control Leading when the Cause is Doomed
- 17. The Art of Leadership Buzzer words: Caterpillar, green, red works of art
- 18. Leaderthe only one that can look inside the folder, can only speak to the communications team Artist re-creates what is in the folder based on the information given by communications Resource manager in charge of resources, can only talk to courier Courier the only one that can talk to the resource manager, deliver resources to and from artist, can only move by hopping on 1 foot Communication(s) relay information between leader & artist, if there are 2 they must take turns, can speak to courier, but can’t speak to resource manager Non follower buzz the leader each time they say a Buzz word and distract the courier, and keep count of buzzes
- 19. Buzzer words: Planet, Sun, Space
- 20. Buzzer words: House, Mom, Dad, sun
- 21. Buzzer words: Frog, lily, pad, green
- 22. Buzzer words: Snow, man, cold, winter
- 23. Buzzer words: tree, flower, grass
- 24. Buzzer words: Octopus, fish, under, water
- 25. Challenges or obstacles Skills for successes Thinking outside the box The Art of Leadership Works of Art debrief
- 26. The Art of Leadership Leadership: a Subject Loeb M, Kindel S. Leadership For Dummies. For Dummies; 1999.
Notes de l'éditeur
- Insert cartoon from page 101 Leaders constantly make choices about goals, missions, and people. Goals and missions are pretty straightforward, people choices are more complex – from mediating conflicting claims to how much involvement with your group.
- Chapter 8 Words used to describe leadership skills seem close together in meaning. Review concepts: Vision – an overarching idea or doable dream Mission - a statement that summarizes goals that, when accomplished, fulfill the vision Direction – a changeable goal pr set of goals that responds to the current situation or best information; the path from where you are now toward accomplishing the mission Goal – an intermediate step that responds to the current situation that, when taken with other goals, accomplishes the mission.
- Chapter 8 Decision-making is the most important day to day job of a leader. These decisions focus on your resources, pans, missions, and goals. As a leader you make a plan and turn it into a mission; you check it constantly, and then make small course corrections as new information comes in or as the unexpected pops up. Decision making involves lots of information gather data – make a plan – gather more data – revise the plan – repeat As a leader you set the direction for your group. This is done by making practical decisions about the goals your group wants to reach. Consider these factors: The skills of your group Their ability to work together as a team The resources you have available The competition for those resources elsewhere. As a leader you will have to settle arguments within your group. These arguments should never be about the goal, however they may be about the mission; their roles within the group; or whether each person is doing their share. If a concern is presented you must first arbitrate by observing and gathering information. Next mediate by looking for middle ground that will satisfy both parties. Sometimes there is no middle ground, person v. person or person v. group; in this your choice should always be for the group. When explaining your decision keep it in terms of goals and missions, and how you reached your decision. Facilitating is a fancy word for the things you do to make it possible for other people to do what they need to do. In other words, providing support and looking for ways to make other people’s lives easier. A good facilitator does not need all the skills necessary to solve a problem but be able to challenge, stimulate and reward team members about the goal you are striving for and the mission chosen to reach that goal. Cheerleading is instilling confidence in a group in such a way that the group strongly wants to meet the goal. Leaders explain the mission and motivate the group to reach the goal. As a leader you want to inspire the fence-sitter to follow you.
- Ch Not everyone has the same leadership skills or even the necessary skills in equal measure. The imbalance doesn’t matter. Once chosen to lead you have to figure out how to overcome the weaknesses in your leadership tools and how to turn them into strong points. apter 9
- Chapter 10 Expectations are the key to leadership. There are your expectations, the people you are leading also have expectations. Your job as a leader is to bring your expectations the expectations of your superiors, and your team’s expectations into line, creating trust among all the parties and minimizing conflicts so that everyone remains focused on achieving the overall goals. Your greatest enemy is unrealistic expectations.
- Chapter 10 Mapping out your expectations Believing in your vision Accepting your goals as realistic and doable Believing in you mission and collective goals. Coming to you for leadership, motivation, and encouragement Working as a team Cooperating to accomplish the goal Informing your team of resources Being accountable and not blaming each other
- Chapter 10 Understanding your teams expectations Having intelligence Communicating thoughts and ideas well Having a drive to succeed Demonstrating a sense of urgency about the mission Being intellectually honest and rigorous Exercising good judgment Being dependable and consistent Creating an atmosphere of trust Creating a learning environment Looking for common ground
- Chapter 10 Living up to the expectations of your superiors Establishing goals and missions quickly Marshalling your resources to the maximum benefit Keeping senior management from being surprised Building an effective team that can operate without you
- Chapter 11
- Chapter 11
- Chapter 11
- Chapter 12
- Chapter 12 Set reasonable goals Be realistic, Matching goals to your group’s abilities takes planning and perspective, and it takes critical and honest evaluation of your team, the resources you have been given, and where in the pack of competitors you currently sit. Delegating to your team - don’t get bogged down by people SWOT your staff (Bill ch 6) strengths, weaknesses, opportunities, threats.. Assess yourself and look for people that can fill in for your weaknesses. Skills out weigh functional title Knowing what to delegate – don’t get bogged down by details. Delegate everything that has to do with the mission, create committees to handle each aspect of the mission, and have the relevant people on these committees report all ne information to you on a timely basis. Delegate anything that doesn’t impair or hinder your ability to lead or that will interfere with your ability to make decicisions at a critical time Settling disputes As a leader one of your responsibilities is to maintain an orderly environment. This means listening to and mediating disputes that may arise (either mission related or personality-centered). Concentrate on solving problems. Avoid assessing blame. Allow your team to find its path parents and teenager analogy Ultimate goal as leader/manager that you provide overarching vision and support
- Chapter 13
- Chapter 13 Leading as a follower Improve even the simplest things – clean up work area Use information to build team spirit - birthdays Always ask on behalf of the group, never for yourself Get your group involved in the community Get a logo Don’t pick fights with your bosses Leading when your Position is Honorary
- Chapter 13 Leading when the Cause is Doomed Rally the troops Follow the money Pick a short-term goal Know when events are beyond your control
- Activity ( alternate activity – Shipwrecked or Desert Island) 38 participants = 4 teams of 6, 2 teams of 7 = 24 + 14 = 38 Work as a team to make a copy of a picture Each person will have an assigned role ( from SWOT analysis) Leader Artist Communication specialist – must work with one another can only say one word then the other has to say a word Resource manager Courier Disruptive team member You have ___ time to recreate the work of art Make colored folders with each piece of art Each team will need a set of markers (resource) A poster board Role nametags? Blindfold resource manager?
- Make 6 sets on corresponding colors – blue, red, green, purple, yellow, aqua. 2 of the sets need a second communication specialist card
- Compare teams creations to given
- Leaders constantly make choices about goals, missions, and people. Goals and missions are pretty straightforward, people choices are more complex – from mediating conflicting claims to how much involvement with your group.