A great introduction to the practice of leadership.

1. 101 Leadership

2. +1 (443)393-6511 www.HannaConcern.com Developed byMatt Shlosberg

3. What is leadership? 1

4. Academic Answer Ability to influence people with or without authority

5. Jim Parker Answer Hire the right people and put them in the right jobs Give people a mission, communicate a vision Give people tools to execute Coach them Get out of their way Jim Parker Former CEO, Southwest Airlines

6. Jack Welch Answer 4 Es and 1 P Have Energy Energize others Have Edge to make tough decisions Execute Connect 4 Es with Passion Jack Welch Former CEO, General Electric

7. Manz and Sims Answer Superleader – leads others to lead themselves

8. Characteristics of admired leaders 2

9. Admired Leaders Honesty Forward looking have vision, an agenda, initiatives and ideas for improvement Inspiration passion, positive attitude, energy, enthusiasm Competence followers want to trust leaders judgment and technical skills to make good decisions Credibility comprises of other characteristics described above Fair minded people want to be treated fairly Supportive focusing on followers, helping others succeed, remove hurdles, draws on contacts

10. Exercise HOW MANY OF THESE APPLY TO YOU? Honesty Forward looking have vision, an agenda, initiatives and ideas for improvement Inspiration passion, positive attitude, energy, enthusiasm Competence followers want to trust leaders judgment and technical skills to make good decisions Credibility comprises of other characteristics described above Fair minded people want to be treated fairly Supportive focusing on followers, helping others succeed, remove hurdles, draws on contacts

11. awareness 3

12. Awareness Awareness of self self investigation, personal reflection, ability to receive constructive feedback, listening skills Awareness of others paying attention to the impact of your behavior on others Situational awareness pay attention to things that may have a direct impact on the decisions you are making

13. Exercise Are you aware of yourself? self investigation, personal reflection, ability to receive constructive feedback, listening skills Are you aware of others? paying attention to the impact of your behavior on others Do you possess situational awareness skills? pay attention to things that may have a direct impact on the decisions you are making

14. KAI 95 32 160 Adaptive Detail oriented Innovative No rules Bridgers

15. The farm gate model 4

16. The Farm Gate Model

17. motivation 5

18. Exercise QUESTION: What motivates people?

19. Motivation Personality Some people will perform regardless of rewards Motivation is driven by personality Managers cannot influence Should look for this when hiring and promoting Job Attitudes How much does one like the job? "A happy worker is a productive worker" Both good and bad attitudes are contagious When the boss has a bad attitude, his people will inherit it

20. Motivation (cont’d) Meeting your needs at work Need for challenge Need not to be bored Need for smoke breaks Need for flexible hours Reward systems Fair pay If promised, deliver!

21. Motivation (cont’d) Fair treatment Determinants Workers look at the contribution they make to the firm and compare it to what they get from the firm Workers compare their contribution-outcome ratio with that of others who are in similar positions (e.g. "How come John has a new monitor and I don't?) What People Do If They Feel Treated Unfairly People try to restore balance to the ratio of contribution to outcome People lower their level of effort - compares productivity to that of others People quit their jobs Theft (and people may not feel like it's stealing) Sabotage the work of others

22. Motivation (cont’d) Expectations The Herzberg theory Two ways to evaluate jobs Things people expect Things that satisfy people Expected things don’t motivate people! Examples Pay and benefits Company policy and administration Relationships with co-workers Supervision Status Job security Working conditions Personal life

23. Motivation (cont’d) Goals Keeps people focused Feels good to cross off items on the To Do list or achieve goals (positive reinforcement) Effective as a motivational tools Must be done right Must be specific (e.g. accomplish X, Y, and Z, not just generic do your best statement) Must be challenging/difficult but not impossible Must be measurable and objective rather than subjective (no personal judgments) Should accompany goals with feedback at regular intervals and give people an opportunity to identify problems early Goals must be accepted (employee buy-in). People must believe in them and believe they are reasonable. Otherwise they have no positive effect on motivation. People should be individually accountable for meeting goals (not accountable as members of the team). If you assign something to the team, individuals will assume that others will do the job for them and won't perform as well. Each individual must be accountable separately.

24. Motivation (cont’d) Self confidence Other

25. Philosophical Answer ANSWER Shopping and Having Sex Mark Ravenhill English playwright

26. WHAT PEOPLE WANT 5

27. What People Want QUESTION What do employees want in a job?

28. What People Want Interesting work Full appreciation of work done Feeling of being in on things Job security Good pay Promotion and growth Good working conditions Loyalty to employees Tactful discipline Help with personal problems Source: survey conducted by K. Kovach (1995)