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Leadership presentation

  1. Leadership Skills, Group Discussion, Meeting Management, Adaptability & Work Ethics ~SHRUTI PANCHALWAR (21ME322)
  3. LEADERSHIP:- Leadership is the ability to develop a vision that motivates others to move with a passion toward a common goal.
  4. LEADERSHIP:- DEFINITION OF LEADERSHIP Leadership, according to Peter DeLisle, is the ability to influence others, with or without authority. All successful endeavors are the result of human effort; thus, the ability to influence others is a derivation of  Interpersonal Communications  Conflict Management  Problem solving
  5. INTERPERSONAL EFFECTIVENESS Interpersonal effectiveness is the capability of an individual to do this, influence others, competently. Leadership is a direct function of three elements of interpersonal effectiveness  Awareness  Ability  Commitment
  6. AWARENESS Awareness is a state of consciousness. It is the ability to recognize yourself, others, events and situations in real time. It is the ability to assess the impact of actions on situations and others, and be critically self-reflective. It is a development process that is a function of experience, communication, self discovery and feedback.
  7. ABILITY Ability to learn and understand technical issues is the basis of our careers. Ability to lead is a function of influence:  Ability to communicate  Ability to resolve conflicts  Ability to solve problems and make decisions As a member of a team, we influence others in a collaborative effort to find better ideas or solve problems.
  8. COMMITMENT For leaders, the “one thing” that leads to maturity is the fully aware recognition that one’s decisions make a difference, both positively and negatively, in the lives of others, and that any attempt to solve a problem might have a decided negative impact on some, while helping others. In no-win scenarios, one must still make a hard decision.
  10. LEADERSHIP SOFT SKILL INCLUDES : Leadership – soft skills  Communications  Motivation  Stress Management  Team Building  Change Management
  11. BEING A LEADER  If you want to get ahead, be a leader, you must assume:  That everything that happens to you results in a situation that is in your control  That the attitude you convey is what you are judged on  That what you think and do in your private life is what you will reap in your public or corporate life  You are what you think and believe  If you never meet a challenge you will never find out what you are worth
  12. RECIPE FOR BEING A LEADER  Take control of your life  Assume responsibility for who you are  Convey a positive and dynamic attitude in everything you do  Accept blame: learn from your own mistakes as well as those of others. Take blame for everything that happens in your unit  Give credit wherever it is due  Be compassionate when you review your team members' progress or lack thereof
  13. RECIPE FOR BEING A LEADER  Think great thoughts. Small thinking is why companies go broke  Turn disasters into opportunities. Turn every obstacle into a personal triumph  Determine your "real" goals then strive to achieve them  When you want to tell someone something important, do it personally  Don’t be afraid to get your hands dirty doing what you ask others to do. Make coffee
  14. RECIPE FOR BEING A LEADER  Listen effectively  Encourage teamwork and participation  Empower team members  Communicate effectively  Emphasize long-term productivity  Make sound and timely decisions  Treat each person as an individual  Know yourself and your team  Protect your team  Have vision, courage and commitment
  17. WHAT IS GROUP DISCUSSION?  Group discussion is formed by combining two different words i.e. group and discussion. Here, group means a number of people or things that are put together considered as a unit whereas the word ‘discuss’ is derived from the Latin ‘discutere’, which means to shake or strike. Thus ‘discussion’ refers to examine the topic thoroughly to reach a conclusion. Collectively, it is called Group discussion which means the exchange of ideas by participated candidates on a specific subject or topic. The whole concept is to bring collectively a unit of people on a common platform to share their ideas.
  18. SKILLS NEEDED IN GROUP DISCUSSION  Confidence.  Effective Communication.  Quality of Language.  Listening Skills.  Assertive Attitude.  Paraphrasing Skills.  Leadership.
  19. TYPES OF GROUP DISCUSSION Generally, group discussion categorized into two categories i.e. Topic-based group discussion and Case-based group discussion as discussed below
  20. TYPE OF GROUP DISCUSSION:  Topic-Based Group Discussion: In this discussion, a topic is provided to the candidates about what they have to perform the discussion. This logic has been drawn from the actual work scenarios. In this discussion, the given topics are of three kinds i.e. Factual topics, Controversial topics and Abstract topics (related to intangible things)  Topic-Based Group Discussion: Instead of the topics, small cases are handover to the candidates which leads to the questions and they have to discuss those questions. This will help in finding out the problem-solving abilities of the candidates.
  21. PURPOSE OF GROUP DISCUSSION  to reach a solution on an issue of concern.  To generate new ideas for solving a problem.  For choosing the applicants after the written test for a job or for admission to educational institutes.  To train ourselves in various interpersonal skills.
  22. DO’S OF GROUP DISCUSSION  Speak pleasantly and politely in the group.  Respect and recognize the contribution of every member and represent it with a nod or a smile.  Agree and acknowledge whatever you find interesting.  Disagree politely because it is a discussion and not an argument.  Do a mental revision of what you are going to say. Think of how you can best answer the question or contribute to the topic.  Stick to the theme of discussion and not get engaged in other irrelevant discussions.  Follow etiquettes while speaking.  Be confident.
  23. DON’TS OF GROUP DISCUSSION  Don’t lose your temper. It is a group discussion, not an argument.  Don’t speak loudly or aggressively. Always use a moderate tone and a medium pitch.  Don’t do gestures like finger pointing and table thumping. This can appear aggressive, so limit your body gestures.  Don’t dominate the discussion. As confident speakers should allow the quieter, a chance to speak up and contribute to the discussion.  Don’t draw too much on personal experience.  Don’t interrupt when someone else is speaking. Wait for a speaker to finish before you speak.
  25. BASIC:  All of us have probably had the experience of attending a meeting where there were no outcomes, and the conversation drifted way off the subject of the original intent of the meeting. Participants leave meetings like this feeling de-energized and perhaps even angry that their time has been wasted. It can become difficult to maintain enthusiasm and engagement when this occurs. Unproductive meetings are also costly to organizations in terms of staff time. Meeting management skills are an important nursing leadership competency. There is both an art and science to the effective management of team, task force or committee meetings. Effective meeting management is a very visible way that one’s leadership skills are judged by both peer and supervisors.
  26. WHY IS MEETING MANAGEMENT IMPORTANT?  According to studies conducted, about 30% of the work time of an average employee is spent in meetings. Wondering why? It is believed that only 38%of the true meaning and feeling of any message is conveyed by the manner in which things are said, 7% is carried by the choice of words and the remaining 55%, which is the largest fraction, is carried by facial expressions and other non-verbal cues. These statistics obviously make written memos and telephonic conferences relatively less important than face-to-face meetings.
  27. Therefore, if meetings are so important, so is the ability to manage them effectively. Cost efficiency serves as the primary importance of meeting management skills. The more organized a meeting is, the lesser time will be wasted by employees, resulting in increased productivity and revenues for the organization.  Good meeting management skills also ensure valuable contribution by all team members, which helps in finding the optimum solutions for issues at hand. Meeting management also plays an important role in improving communication, interpersonal relationships, teamwork, as well as employee morale and satisfaction.
  28. WHAT IS THE OBJECTIVE OR PURPOSE OF THE MEETING?  Effective meetings start with good planning. Some meetings may be required monthly staff or committee meetings. These meetings often have set agendas with specific topics/information that is discussed. Other meetings have a specific purpose such as a review of a sentinel event or selection of a product vendor. Prior to planning a meeting, you should have a very clear idea of the meeting focus.
  29. GROUND RULES  Meetings begin and end on time.  The time frames on the agenda will be followed.  All members are expected to arrive on time so timely discussion can begin.  Only one team member should be talking at any given time.  All viewpoints should be honored.  Everyone needs to participate.  Participants should refrain from reading email and checking phone messages.  Confidentiality should be maintained depending on the topic of discussion.
  30. HOW TO IMPROVE MEETING MANAGEMENT SKILLS?  Since effective meetings are indispensable to the success of an organization, the success of your job as well as your career depends to a great extent on your meeting management skills.
  31. BEGIN BY COMMUNICATING THE PURPOSE. Within the first five to seven minutes, outline the purpose of the meeting very clearly by telling what goals and objectives you wish to accomplish through this meeting. Also use this time to set a foundation, establish certain parameters, and decide a timeframe to run the meeting in.
  32. ENCOURAGE PARTICIPATION BY ALL In order to make a meeting more effective, you must be able to manage it in a way that allows for open discussions. The participants of the meeting who are shy or reluctant should be given equal opportunity and encouragement to share their opinions and contribute their ideas.
  33. PRESS FOR CLOSURE A decision is not necessarily made at the end of the meeting only. There can be several items on the agenda of a meeting. To ensure that the members do not lose track of time or topic, press for closure after a decision is made for each and every item on the agenda. Summarize the main point at each step i.e. the end of every discussion, as well as at the end of the meeting. Allocate the roles and responsibilities and have everyone acknowledge their agreement.
  35. WHAT DOES ADAPTABILITY MEAN? Adaptability means the ability to be flexible and adjust to changing factors, conditions or environments. Being adaptable is highly valued in almost all workplaces, since every industry and business can be unpredictable
  36. HOW TO IMPROVE ADAPTABILITY SKILLS  Be aware of changes in your environment  Develop a growth mindset  Set goals for yourself  Ask for feedback  Learn to acknowledge and accept change
  37. ADAPTABILITY SKILLS IN THE WORKPLACE  If there are changes to processes, procedures or operational practices, you can ask for clarification from teammates and managers to help you better plan for transitions.  You might request opportunities to work on tasks that may be new to you or offer to take on responsibilities that require creative approaches.  If sharing your ideas with your colleagues is something that makes you anxious, you could set a goal to contribute to team meetings and collaborations.  Try getting all aspects of your work organized, such as documents, required paperwork, projects and other work information, so you're prepared in case there are transitions within your job.
  38. EXAMPLES OF ADAPTABILITY SKILLS Adaptability skills require various numbers of soft skills to be applied successfully. It would be best if you learned about these skills to put your learning in practice.
  39. INTERPERSONAL SKILLS Interpersonal skills are the practices and strategies an individual uses to interact with others viably. In the professional world, the phrase refers to an employee’s capacity to cooperate with other people. It plays a crucial role in depicting your overall adaptability. Being able to interact with others can help you to neglect conflict and miscommunication.
  40. COMMUNICATION SKILLS Your adaptability skills depend on how effectively you can communicate with your managers and teammates. Active listening and other modes of communication are equal and essential aspects of adaptability. It can also help you to direct changes in your office dynamics or team relationships.
  41. PROBLEM-SOLVING SKILLS Your adaptable nature also depends on problem- solving skills. You might use this skill to look out for creative ideas and ways to solve challenging issues. It also means to analyze and observe your approach to solve a new problem which can show managers to make improvements and alterations in the way you solve problems at work.
  42. TEAMWORK SKILLS Teamwork skills are vital for succeeding at work with no reference to your job title and industry. Working and coordinating well with your managers, clients and colleagues during meetings, conversations, and other collaboration can help you to complete the tasks differently while creating an enjoyable environment for both yourself and others.
  43. ORGANIZATIONAL SKILLS  Organizational skills depict your abilities which let you stay focused on various tasks and utilize your strength, time and energy effectively and efficiently to achieve the desired outcome. When you prepare for your upcoming event in advance with prepared paperwork, organized work area and other aspects of the job, you can perform better with all those operational changes at work
  44. HOW TO HIGHLIGHT ADAPTABILITY SKILLS ON YOUR RESUME AND INTERVIEW??? You can very well highlight your adaptability skills on your resume by highlighting some of the skills and providing examples of skills like leadership, communication, and teamwork. When heading for an interview, you can highlight your adaptability skills by providing the interviewer with instances that you have applied in your previous organization. You can use your past achievements and experiences which can help you to answer the interviewer's question effectively