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SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez notre Politique de confidentialité et nos Conditions d’utilisation pour en savoir plus.
It is such an overwhelming feeling to have all the leaders of AFWJ in one roof! How do you feel?
I hope you had your refreshments/breakfast/coffee/tea already? Did you already take care of your bio requirements? Do we know where the washrooms are? If not, don’t worry, we will have breaks in between our program, we will give you time for your prayers. I would just like to ask that everyone is here during the entire program just so you won’t miss out on anything. This is also to avoid any distractions and embarrassment that is caused by standing up, excusing yourself to go relieve yourself. May I also ask that you turn off your cell phones and other electronic devices. I understand that this conference was meticulously planned and contingencies have been put in place for your absence in the showrooms.
Another request I’d like to make is that you open your minds to learning and put aside any pending concerns you might have.
Objectives By the end of the course, participants should be able to: Understand what leadership is and break age-old notions that managers are automatically leaders Be more aware of one’s communication style and understand that effective leaders use world class language differentiate and reconcile the characteristics and traits of a manager and a leader as well as relate those to oneself Explain that effective leaders require 4 competencies using the leadership competency model Understand that the 4 competencies is key to becoming an effective leader: Goal Oriented Information and Action Driven Values Oriented Emotionally Aware/Emotional Intelligence (EQ) Ultimately drive showroom performance Understand situational leadership techniques and eventually use them in day to day showroom activities
When we finish one leadership competency, we will need to fill out the mind map worksheet found in your participant guide. Transition: we have heard this term over and over, but what does leadership really mean?
Get answers from participants and write on flipchart.. – or have more engaging dynamics by preparing a huge flipchart wall and markers, giving participants 2 minutes to write down anything on the wall like graffiti – no sentences, only phrases maximum of 3 words as definition.
Leadership has nothing to do with your business card title or size of your office, not about how much money you make or the clothes you wear. It’s not about how tall you are or how loud your voice is or what the color of your skin is. Leadership is a philosophy. It’s an attitude. It’s a state of mind. And it’s available to each one of us.
Possible talking points: Traditionally, when someone says ‘leader’, immediately we think of the showroom manager or the CEO or the King, or the president, etc. In fact, if you ask your team now what the first thing that comes to mind when we say leader, they’ll most likely say the same thing. Now that we understand the term, who comes to mind when I ask you who a leader is for you? Why do you consider him/her a leader? How did he/she communicate? Now, there are a lot of characteristics and traits of a leader. And it is important that we recognize these because those are the characteristics and traits that you want for yourself. You want to emulate, do exactly as your leader does.
Transition: One thing that is very easy to do and is considered by so many leaders as critical is the way you communicate, the way you talk to your people. Your language.
Language offers a framework for meaning. Think about that powerful idea for a second. We understand the world through words. The words you use determine the way you perceive reality.
If you call a stumbling block a “problem” or a “big mess” you will create a different emotional state within you than if you call the issue “an opportunity” or “a challenge that will only make me better.”
I have had the privilege, as a Senior Trainer for JPMC, to work with many extraordinarily successful people. Jeff Courtney, Head of the international credit cards LOB said “The words we use make up the world we live in.”
One of their core traits of greatness is that the vast majority of them understand the power of the word. They use world-class language.
Not only do they refrain from using profanity, but they use the language of passion. They use the language of leadership. They use the language of possibility. They use the language of love.
Share immersion experience and observed behaviors Use flipchart to show words to avoid and what to use instead
Avoid- Instead say No – I’d love to or I wish I could You have to – We need to Mistake/problem – opportunity or concern or situation I can’t – I can or what I can do is I don’t know – good question, let me check and find out You said or you told me to – I understand that or my understanding is But – and Try – do or attempt This is wrong – we can improve this by
Transition: Using world class language is indeed a start to improving ourselves as managers, as leaders, as individuals. Let’s put this flipchart aside and as we go along, we will discover that this is not the end of the list. Let us build this together as we learn. Earlier we talked about characteristics of Leaders. Why don’t we find out what is the difference between a manager and a leader?
Effective leaders continually ask questions, probing all levels of the organization for information, testing their own perceptions, and rechecking the facts. They talk to their constituents. They want to know what is working and what is not. They keep an open mind for serendipity to bring them the knowledge they need to know what is true. An important source of information for this sort of leader is knowledge of the failures and mistakes that are being made in their organization.
Serendipity - The occurrence and development of events by chance in a happy or beneficial way
To survive in the twenty-first century, we are going to need a new generation of leaders — leaders, not managers. The distinction is an important one. Leaders conquer the context — the turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them — while managers surrender to it.
DISTRIBUTE HANDOUT 1 (Manager vs. Leader) Say: Let’s take a look at the handout…
Leaders investigate reality, taking in the pertinent factors and analyzing them carefully. On this basis they produce visions, concepts, plans, and programs. Managers adopt the truth from others and implement it without probing for the facts that reveal reality.
There is profound difference — a chasm — between leaders and managers. A good manager does things right. A leader does the right things. Doing the right things implies a goal, a direction, an objective, a vision, a dream, a path, a reach.
Lots of people spend their lives climbing a ladder — and then they get to the top of the wrong wall. Most losing organizations are over-managed and under-led. Their managers accomplish the wrong things beautifully and efficiently. They climb the wrong wall.
Managing is about efficiency. Leading is about effectiveness. Managing is about how. Leading is about what and why. Management is about systems, controls, procedures, policies, and structure. Leadership is about trust — about people.
Leadership is about innovating and initiating. Management is about copying, about managing the status quo. Leadership is creative, adaptive, and agile.
Leadership looks at the horizon, not just the bottom line.
Leaders base their vision, their appeal to others, and their integrity on reality, on the facts, on a careful estimate of the forces at play, and on the trends and contradictions. They develop the means for changing the original balance of forces so that their vision can be realized.
A leader is someone who has the capacity to create a compelling vision that takes people to a new place, and to translate that vision into action. Leaders draw other people to them by enrolling them in their vision. What leaders do is inspire people, empower them. They pull rather than push. This "pull" style of leadership attracts and energizes people to enroll in a vision of the future. It motivates people by helping them identify with the task and the goal rather than by rewarding or punishing them.
There is a profound difference between management and leadership, and both are important "To manage" means "to bring about, to accomplish, to have charge of or responsibility for, to conduct." "Leading" is "influencing, guiding in direction, course, action, opinion." The distinction is crucial.
Management is... Leadership is.... Coping with complexity Coping with and promoting change Planning and Budgeting Setting a Direction Organizing and Staffing Aligning People Controlling and Problem Solving Motivating and Inspiring People Effective Action Meaningful Action
Both are necessary and important. Managers are people who do things right and leaders are people who do the right thing. The difference may be summarized as activities of vision and judgment — effectiveness —versus activities of mastering routines — efficiency. The chart above indicates key words that further make the distinction between the two functions.
Status quo – the existing state of affairs, what is currently happening
Earlier we identified the characteristics and traits of a manager and leader.
We agreed that both leader and manager traits are important. Indeed! Let’s look at what happens when both merge, synchronize and connects seamlessly. Ask: What can you say about this table?
Once you have mastered and developed your leader competencies and you sustain your managerial competencies, you will experience these resulting synergies.
Transition: One of the strengths that I saw that is demonstrated by most of you is your efficiency in most, if not all, standard showroom procedures. This shouldn’t be surprising because as supervisors, we are expected to sometimes, if not most of the time, perform as managers. Now, how do we go beyond that? How do we bring ourselves from where we are to being leaders – effective leaders? In order to do that, we need to understand what competencies a leader has.
Each chair is fitted with a leader and manager behavior found under the seat Participants need to match the leader behavior to that of the manager behavior. E.g. ‘Innovates’ matches with ‘Administers’ The participant will need to find the person with the matching trait When they find each other, they become activity partners Participants have 30 seconds to find their partner. After 30 seconds, facilitator will assist in finding the partner/s.
Once the partners have found each other, they will have 2 minutes to learn the following from their partner: Name Showrooms worked and length of time 1 like or hobby 1 pet peeve
Partners will then introduce their partner when they are called using the format: “Hello everybody, my partner is Mr. ____, (name) has worked in Plaza showroom for 6 months and Panorama for 3 years. (name) likes watching movies and eating popcorn during his free time, And (name) he is easily annoyed by loud snoring.”
Competence (or competency) is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees.
Ask for observations from audience: What are your thoughts regarding the leadership competency model?
Possible responses: - results come from a combination of the 4 competencies - the competencies overlap each other symbolizing synergy and dynamism - each competency is represented by a ring (a symbol of an ongoing cycle)
GOAL ORIENTED Achievement doesn't usually happen by accident, and it's not the result of luck. Instead, it is the culmination of planning and hard work. To get ahead in your career and your life, you need goals and the means to achieve them1 Set your goals. Determine what you want to achieve, where you want to be in 10 years, what qualities you'd like to possess. Think big. You may also set goals WITH your team members. Goals for your section, for your showroom, for yourself. This is your life. Your career can go as far as you want it to.
2 List small steps toward each goal. Goals are not achieved overnight. It takes time and hard work to become successful. For each goal you set, make a list of steps you'll have to follow to get to that goal. For example, if your career goal is to have your boss's job, your first step might be to do your own job flawlessly. Then, you might plan to take on an extra project to get noticed by upper management. Your next step could be that first promotion which will get you one position closer to achieving your ultimate goal.
3Track your progress. As you accomplish the steps on your list to your ultimate goals, check them off. Periodically look back at your list of goals and assess your progress. This is an important part of achievement because it may take years to attain your ultimate goal. Keeping track of your progress keeps you focused on the goal. Seeing your progress will motivate you to continue.
4Celebrate your achievements. When you achieve one of your goals, take the time to enjoy the moment. Think back to when you set the goal and appreciate the work you put in. You remained focused long enough to walk through those small steps, and you finally made it.
5When the celebrating is over, think about a new goal. Now that you have your boss's job, what are you going to do with it? Think about what motivated you to want the job in the first place. Maybe you thought you could make the company more productive. Make that a goal and list the small steps you must take to get there.
Ask: What questions do you have about goal oriented competency before we look at the next leader competency?
INFORMATION AND ACTION DRIVEN “Thinking is easy, acting is difficult, and to put one’s thoughts into action is the most difficult thing in the world.” Johann Wolfgang von Goethe
People at the top of every profession share one quality — they get things done. This ability super cedes intelligence and talent.
1 Execute. It’s now or never Practice doing things rather than thinking about them. Do you want to start exercising? Do you have a great idea to pitch your boss? Do it today. The longer an idea sits in your head without being acted on, the weaker it becomes. After a few days the details gets hazy. After a week it’s forgotten completely. By becoming a doer you’ll get more done and stimulate new ideas in the process.
There have been numerous occasions when I have been on teams where you find a particular individual providing the bulk of ideas and suggestions, but, they never put down action steps. If this happens continuously, rather than being a source of motivation, this converts into a source of frustration for the rest of the team. It is true that everyone provides value to the team in different ways. In my experience however, individuals who do not shoulder responsibility and shy away from taking action, isolate themselves. Being Information and Action Driven is a critical characteristic in any individual, more so in a leader. There needs to be a sense of urgency for execution, rather than prolonged deliberation. When assessing yourself, and how you add value to your team, ask yourself whether you consider yourself as Information and Action Driven or not?. Next, ask others for feedback to learn which areas you need to improve on for taking action.
2 Persevere A man flattened by an opponent can get up again. A man flattened by conformity stays down for good – Thomas J. Watson Perseverance; there just never is enough to go around. We live in a world of instant gratification and we want it “now” and easy. Life just doesn’t work out that way. The things I most appreciate in my life are those I worked hardest and longest for. One example is my experience in helping to startup a new offshore process for large bank. That was a 2 year journey with many ups and downs. We had a solid core group who had a clear vision of what we had in mind and we didn’t let anything deter us from the goal we had in mind. There were many times we could have thrown up our hands and said “no mas” but God was with us and we stayed the course.
3 Attention to detail Is thorough in accomplishing a task with concern for all the areas involved, no matter how small. Key behaviors: - keeps a project checklist, covering all details that might be overlooked - checks and rechecks work for mistakes before sending out (perfectionist approach) - performs repetitive tasks with care and attention - reviews work carefully for accuracy - makes sure equipment is working before it is needed
4 Timely decision making Timeframe is “by 4:00pm tomorrow” not “tomorrow” or “by end of business today” not “maybe today” Essential questions to improve your proficiency, ask yourself the following questions on a regular basis: - What decisions have I delayed making because I would be more comfortable with additional data? - Is there an issue that I've examined to death which I must make a decision on now? - Have I missed any deadlines for making decisions or rushed a decision because I am disorganized? - Are there any difficult or big decisions that I can break down into smaller issues and deal with piece by piece? - Am I hesitating to disclose a difficult decision that I made for fear of the repercussions? - What is the worst-case scenario as a result of my decision, and what can I do to compensate or prepare for it?
Essential questions To improve your proficiency, ask yourself the following questions on a regular basis: What do my team and I need to accomplish today? What can I do today to make progress and gain momentum? How can I accomplish more in less time with fewer resources? What decisions do I need to make to move forward? What opportunities can I act upon right now? What opportunities will I miss if I fail to act quickly enough? What specific steps can I take immediately to get stalled projects moving? What did I do today that made a positive contribution to the organization’s success? To avoid overdoing Information and Action Driven, ask yourself: Am I acting so quickly that I may overlook the longer-term consequences of my actions? Am I responding so quickly that I may overlook important nuances of the situation? Am I focusing on accomplishing tasks at the expense of interpersonal relationships?
Ask: What questions do you have about the Information and Action Driven competency before we (go on break?) learn about the next leader competency?
Define beliefs and values: Beliefs — assumptions or convictions that a person holds to be true regarding people, concepts, or things. Values — ideas about the worth or importance of people, concepts, or things. They come from a person's beliefs. What we see, hear, read, reflect upon, experience, etc. causes us to develop an opinion (belief) about something. This belief gives us an understanding or misunderstanding which, in turn, allows us to appraise the worth of it (value). The value we place is not always correct due to lies, misunderstanding, lack of experience, miscommunication, inappropriate role models, etc.
Example: John heard from 2 people that Brand X is not a good computer because it breaks down often. John forms an opinion that Brand X is not a good computer. The value he gave Brand X is worthless.
This is a good foundational exercise to explore the driving force behind leadership behavior DISTRIBUTE HANDOUT 4
Explain that it is important that leaders clarify their own sense of leadership values. Ask participants to reflect upon the values that define their role as a leader?
Distribute values worksheet Instruction: From the following list of values, select the 10 most important to you – as guides for behavior or components of a valued way of life – you may add any others you wish to the list
After 5 minutes, ask participants to remove 5 from the 10 they first chose according to their priority
After 4 – 5 minutes, ask participants to remove 1 from the 5 they kept
After 2 – 3 minutes, ask participants to remove 1 from the 4 they kept
After 2 – 3 minutes, ask participants to remove 1 from the 3 they kept
After 2 – 3 minutes, ask participants to remove 1 from the 2 they kept so that they have only 1 value they consider to be of only importance.
Ask: Can anyone tell me why we need to be aware of what our values are as a leader? Transition: - because it drives performance
Our values, our beliefs form our opinions and emotions. Our opinions and emotions dictate our behavior. And in turn, our behavior lays down our performance.
What are your thoughts about this graphic/process?
Please take some time to write down your learning and thoughts on the mindmap…
Transition: Now that we have learned and determined our values as leaders, let’s go one step further into the fourth AFWJ leadership competency and the second driver of our values – Emotional Awareness/Intelligence.
Intelligence comes in many packages, sizes and shapes. We all possess many types of intelligence. The best known intelligence is our cognitive ability, which is measured by our Intelligence Quotient or IQ score. This is unfortunate because our IQ, although important, is not the best predictor of how successful we are in life. A much better indicator is our level of Emotional Intelligence, which encompasses how well we understand and manage our own emotions, and how well we interact with others. The most successful leaders are both aware of their own Emotional Intelligence and work to improve it daily.
Why is it so important for leaders to possess advanced Emotional Intelligence skills? There are two answers to that question: 1. The Leader casts a long shadow – and that shadow influences the effectiveness of the group.We know that emotions are contagious. All humans possess an open-loop emotional system in our brain that allows us to perceive and be affected by other’s emotional states or moods. This is the mechanism that allows a mother to soothe her crying baby, or for a giggle to infect a roomful of people. You can bet that as a showroom supervisor, all employees’ eyes are on you as you show up for the day. They are wondering, either silently or aloud, “Is he in a good mood today? What does that frown on her face mean? Watch out – he’s got that look that means we’re going to have heck to pay around here today.” Your mood and emotions set the pace for the whole group. You, therefore, must be very mindful of your emotions and manage them well, because they quickly affect the entire team. Recently, psychologists have shown that a 1% improvement in emotional climate creates a 2% increase in revenues. Yes, as the leader, you set the emotional climate of the entire group, which influences the effectiveness of your group and ultimately the profitability of your company. 2. Employees join companies but leave managers.As I talk to support professionals about Emotional Intelligence, I am struck by the number of stories that confirm the premise that employees join companies but leave managers. Whether it’s the manager who did not control her anger toward an employee or one who humiliated an individual in public, the immediate result of an emotionally un-intelligent episode is a backwash of animosity and bad feelings toward the manager. The ultimate reality is usually a lost employee. The humiliated employee successfully seeks another position due to the lingering bad feelings about that incident or because of a string of similar incidents that has poisoned the relationship. Even in a sluggish economy in which it is relatively easy to hire new employees, the cost of losing a good employee is very high. No company can afford to lose good talent unnecessarily.
Like most processes, the first step is the most important. The first step in developing Emotional Intelligence is to be aware of your own emotions (Self-Awareness). Without awareness of your own emotions, it is not possible to develop more advanced competencies. Most of us are not in touch with our emotions – in fact, we’ve been taught to ignore them. I recently saw a movie with my pre-teenage daughter that illustrated this point. In the movie, Freaky Friday, the mother, a psychologist, and her daughter, a rebellious 15 year old, have changed bodies for a day, thanks to dramatic license. The daughter (in the mother’s body) must go to work and see her mother’s patients that day. The daughter is distraught, “What do I say to all your patients, Mom?” The mother (in the daughter’s body) replies, “Just keep asking them, “How do you feel about that?” This is most certainly a gross oversimplification of the psychological profession, but the point is that psychologists are constantly reminding us to identify our feelings – because we are not accustomed to doing so. You can increase your Self-Awareness by constantly asking yourself, “How do I feel about this?” I know that I need to identify an emotion when I notice a physiological reaction in my body, such as butterflies in my stomach or tense shoulders. “OK, what is that I’m feeling that’s making my stomach quake?” I’ll say to myself. Usually, I’m feeling nervous about some event or task I need to perform. The physical reaction can be a tip-off that you need to identify the feeling that is causing it.
The second step in developing Emotional Intelligence is Self-Management. Self-management is controlling your knee-jerk reactions to emotional triggers in your life. With some reflection, you can identify certain situations that are guaranteed to “push your buttons” – perhaps a certain employee really makes you mad when they whine, or a customer who talks in an accusatory tone really sets you off. It is our goal as mature adults to stop, take a deep breath and deal with the situation without losing our cool. Most techniques for handling these trigger situations are a variant on the tried-and-true “count to ten” advice, but you can also mentally rehearse your reaction to common situations. Sit quietly with your eyes closed, visualizing a potentially reactive situation. Recreate the scene in your mind using all five of your senses – how does it look, smell, sound, etc. – and then imagine yourself choosing a calmer, most effective response. Our emotional brains are slow to learn, but practice, whether it is an actual or mental rehearsal, is the best way to train ourselves to change an habitual response.
In our work environment, the supervisor’s self-management skills will not only set the tone for the whole department or showroom, but also for all your employee’s interactions with customers. Remember that we said the leader casts a long shadow? If you, as the manager/supervisor, lose control of your emotions and raise your voice, employees might consider that acceptable behavior and use a raised voice in dealing with customers. How you treat your employees will be reflected in how they, in turn, treat your customers.
In the third step, we are attuning to other’s emotions and acting accordingly. The competencies of Social Awareness include awareness of the mood of your group, empathy toward both your customers and your employees, political awareness of your organization as a whole, and an attitude of service. Leaders must be aware of how the showroom/department is viewed in the overall political landscape of the organization. Leaders who exercise mature Social Awareness competencies are actively engaged in aligning their showroom/department with business goals, are marketing the value of their showroom/department to upper management, and are seeking cost-cutting measures before being asked to. Social Awareness leads to action when a need is identified.
The last step in developing Emotional Intelligence is Relationship Management. This cluster of competencies revolves around teamwork: how we get along with others, how we handle conflict, how we influence and persuade others, how we consider the feelings of others as we interact with them. It includes how effectively we get things done in organizations.
Leaders are constantly managing both up and down the organization – managing their boss and managing their team. In decision making, it is very important to consider the people and relationships, both up and down the org chart, that are affected by your decision.
Increasing your Emotional Intelligence will increase your effectiveness as a leader. Be easy on yourself – change comes slowly with emotional habits, but persistence and practice will create results in time. The benefits you reap from your efforts will improve your support center’s efficiencies and your career path.
_______ Involves self-regulation of emotions and feelings. As one undertakes the various tasks involved in goal attainment, it is normal to experience failure as well as success. This affective competence enables individuals to learn and grow from both their failures and successes.
EQ - Emotional intelligence is the ability to identify, use, understand, and manage your emotions in positive and constructive ways. It's about recognizing your own emotional state and the emotional states of others. Emotional intelligence is also about engaging with others in ways that draw people to you.
Emotional intelligence consists of four core abilities: Self-awareness – The ability to recognize your own emotions and how they affect your thoughts and behavior, know your strengths and weaknesses, and have self-confidence. Self-management – The ability to control impulsive feelings and behaviors, manage your emotions in healthy ways, take initiative, follow through on commitments, and adapt to changing circumstances. Social awareness – The ability to understand the emotions, needs, and concerns of other people, pick up on emotional cues, feel comfortable socially, and recognize the power dynamics in a group or organization. Relationship management – The ability to develop and maintain good relationships, communicate clearly, inspire and influence others, work well in a team, and manage conflict.
Essential questions To improve your proficiency, ask yourself the following questions on a regular basis: Have I initiated conversations with others today about things unrelated to work? When was the last time I cordially introduced myself to a stranger? Have I made one new friend this week? When engaged in a conversation, do I actively listen to what others are saying? What good traits can I find in someone I don't like? Did I keep my cool the last time I was verbally attacked or criticized? To avoid overdoing interpersonal skills, ask yourself: Am I spending too much time trying to make new friends and influence others? Am I superficial, seeking more to be liked than to be known? Am I unwilling to do something I think may make me unpopular?
Please take some time to fill out the mind map for this competency on Emotionally Aware. What does it mean to you, what does it mean for AFWJ as an organization and what action plans do you want to do in your respective showrooms?
Okay, let’s review the AFWJ Leadership Competencies:
- Goal Oriented - Information and Action Driven - Values Oriented - Emotionally Aware
Transition: Gentlemen, we have now defined Effective Leadership.
Remember, having the competencies is not enough. We need to realize the direct team effects of demonstrating these competencies to be effective.
With these rings combined, you now have the awareness, therefore, the tools that will make you effective.
Transition: Let us all use this knowledge together, as 1 AFWJ, to complete the next challenge!
Materials: 1 long stick (about 2 meters)
Instructions: Divide the group into 4 teams (depending on logistical requirements)
Processing ideas and debrief: What was the initial reaction of the group? How did you feel initially? How many felt frustrated or upset? What made you feel that way? What style did you think was appropriate in finishing/winning the challenge? How well did the group cope with this challenge? What skills did it take to be successful as a group? What kind of leader do you think would be successful in a challenge like this? What creative solutions were suggested and how were they received? What would an outside observer have seen as the strengths and weaknesses of the group? What must each team member do to achieve certain objectives? What did each group member learn about himself as an individual? What other showroom situations are like the tallest tower? What are examples of challenges in the showroom that might require you to be the kind of leader to be a strong and tall tower?
Final Thoughts Normally, some of the best leaders operate out of the participative mode and use the other two modes as needed. An example of an exception would be a leader who has a new crew or temporary work-force. That leader would probably need to operating out of the authoritarian mode most of the time. On the other hand, a leader who has a crew of professionals or a crew that knows more than she or he does, would probably operate out of the delegative mode. Leaders who want their employees to grow, use a participative style of leadership. As they grow into their jobs, then they are gradually given more authority (delegative) over their jobs.
Reliability and Validity Since this survey is a learning tool used in training programs such as leadership development, rather than a research tool, it has not been formally checked for reliability or validity. However, since I have received feedback from various sources and has been updated numerous times, I believe it to be a fairly accurate tool.
Transition: …so, what style do you think is best? Look for answer: it depends on the situation
The Situational Leadership model is a powerful, yet flexible tool that enables leaders to diagnose the variables of any given situation and adapt their management styles to the behavioral needs of the individual or group they are trying to influence.
Situational leadership – telling (Leaders tell their people exactly what to do, and how to do it.) - works best when employees neither eager nor highly able to do the job - high need of support - high need of guidance
Situational leadership – selling (Leaders still provide information and direction, but there’s more communication with followers. Leaders “sell” their message to get the team on board.) - works best when employees are eager to do the job but are not sure how to do it - low need of support - high need of guidance
Situational leadership – participating (Leaders focus more on the relationship and less on direction. The leader works with the team, and shares decision-making responsibilities.) - works best when employees are able to do the job, but need a high level of support - high need of support - low need of guidance
Situational leadership – delegating (Leaders pass most of the responsibility onto the follower or group. The leaders still monitor progress, but they’re less involved in decisions.) - works best when employees are eager to do the job and know how to get it done - low need of support - low need of guidance
What is an example of when you need to be a situational telling? - new process, new product, organizational changes, etc. What is an example of when you need to be a situational selling? - new hires, new section, new environment, transfers What is an example of when you need to be a situational participating? - new boss, getting out of comfort zone, change in process, organizational changes What is an example of when you need to be a situational delegating? - been doing it for a long time, senior employees
Scenarios: John is new to the company and was late coming to work and gives you an excuse you find is unacceptable. This is the first time he has been tardy. John has been working in his section for 4 years and refuses to follow a new process you implemented. He has been exceptional at his work, has had good evaluations and received several customer praises. John is a new hire who has had a vast experience and is an expert at his field. You are his new boss and you find that he does things better and faster.
Leading with agility – adapting, understanding a situation and using situational leadership techniques to be effective
How do you feel after watching the video? What struck you the most?How can you relate yourselves and your work to the characters? What competencies were demonstrated?
Today, leaders, we have learned quite a lot! We have broken the age-old notion that managers/supervisors are automatically leaders – we have identified that leaders are an attitude, a state of mind and being and it is available to anyone We are now more aware of our communication styles and we have started to use world-class language. Please continue to do so in your own way. We have created the distinction between a manager and a leader and we have learned to reconcile the different competencies and traits to synergize our leadership and effectiveness We have learned the 4 AFWJ Leadership competencies and that they are requisites to becoming an effective leader:
We have identified our leadership style and we have learned to use the most appropriate one to each situation.
Please use your learning and your new skills not only to make your showrooms successful and your teams successful but also to make ourselves better individuals.
Please give yourselves huge round of applause.
Effective leadership for supervisors afwj
Instruction design by Lyndon Seno
DAY 1 DAY 2
Welcome and Introductions Leadership Styles
What is Leadership? Situational Leadership
World Class Language Active Listening and Body Language
Manager vs Leader 10 Commandments of Leadership
AFWJ Leader Competencies Role Plays
World class language
Manager vs. Leader
AFWJ Leadership Competency Model
Nothing to do with your title
A state of mind
Available to everybody
“The words we use make up the
world we live in”
Coping with complexity Coping with and promoting change
Planning and Budgeting Setting a Direction
Organizing and Staffing Aligning People
Controlling and Problem Solving Motivating and Inspiring people
Effective Action Meaningful Action
MANAGER RESULTING SYNERGY LEADER
Coordinate TEAMWORK Inspire
Provide resources EMPOWERMENT Provide vision
Reduce Risks ACHIEVEMENT Pursue opportunities
Provide structure MASTERY & INNOVATION Lead improvisation
Do things right EFFECTIVENESS Do right things
World class language
Manager vs. Leader
Leadership Competencies and the AFWJ
Leadership Competency Model
Values drive performance
Leadership styles and Situational leadership