1. 1

2. Agenda Items
 What is Leadership?
 Are Leaders Born or Made?
 Examples of Good Leaders
 Leadership 101
 Sources of Conflict
 Leadership Principles
 Leadership Cycle and Four Major Factors
 The Most Important Words
 Closing Comments
 For More Information

3. What is Leadership?
 Le d rs isap c s b w h ap rs n influe e
a e hip ro e s y hic e o nc s
o rsto a c m lis a o je tivea d c the
the co p h n b c nd ire ts
o a tio in aw y tha m ke it m rec he ivea
rg niza n a t a s o o s nd
c he nt.
o re
3
© ASME International

4. Are Leaders Born or
Made?
 Go dle d rsa made no b rn. If yo ha thed s
o a e re t o u ve e ire
a w o e yo c n b c m a e c
nd illp w r, u a e o e n ffe tivele d r. Go d
ae o
le d rsd ve p thro h ane r e ingp c s o s lf-
a e e lo ug ve nd ro e s f e
s y, e uc tio tra
tud d a n, ining a e e nc .
, nd xp rie e
4
© ASME International

5. Good Leaders
 Do yo ha s m e m le o g o le d rs
u ve o e xa p s f o d a e ?
 W t q litie m d the g o le d rs
ha ua s a e m o d a e ?
5
© ASME International

6. Leadership 101
Becoming an effective leader is not easy
Part skill development
Part experience
Remember, Leadership is Action, not Position
Power does not make you a leader...it simply makes you the
boss
How do YOU become an effective leader?
No “cookbook formula”
Situational, as well as individual
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7. Sources of Human Conflict
(there is a cause to every difficulty)
 Inc ns te
o is nt  Se e re
lf-c nte d
 Dis ne t
ho s  La k o trus
c f t
 Infle le
xib  Unre lis e e ta ns
a tic xp c tio
 Afra to m ked c io
id a e is n  Do s t s rere o nitio
e n’ ha cg n
 P o c m unic to
or o m a r  Dup ito
lic us
 Is t p tua
n’ unc l  “ rg ts c m itm nts
fo e ” o m e
 Do s t “te up to s tio
e n’ s p ” itua n
 Do s t c re
e n’ a
 Unre s na le
ao b
 Is t a c unta le
n’ c o b
 Se lf-inte s o r o rs
re t ve the
 Sup rio vie p int
e rity w o
 Re e to a m e rs
fus s d it rro
 Fa to us e p thy
ils e ma  Do s t lis n
e n’ te
 La kse
c nthus s ia m
 La ksre p c fo o rs
c s e t r the 7

8. Leadership Principles
A P ip isa“ s d fo o Ac n”
rinc le Te te rm f tio ,
p ve us ful in thes o le d rs
ro n e kill f a e hip
In is la n, p ip sa ine c
o tio rinc le re ffe tive- m t b
us e
a p db s d o thes tio
p lie a e n itua n
 He id ntify ro t c us o c nflic
lp e o a e f o t
 g e sto find m lly b ne ia s lutio
uid line utua e fic l o ns
Seek to understand the sources of conflict within a team, and
find win-win solutions
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9. Leadership
Principles
 1 - Show Interest • 8 - Explain Why
 2 - Positive Approach • 9 - Admit Mistakes
 3 - Complaints • 10 - Reasonable Expectations
 4 - Promises • 11 - Be Prompt
 5 - Get the Facts • 12 - Compliment
 6 - Discussion Basis • 13 - Prepare for Change
 7 - Design an Approach
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10. Show Interest
 De lo aRe tio hip
ve p la ns
 Fre ue p rs na c nta t - LISTEN to o rs
q nt e o l o c the
 Ke p a o e a ho s a
e n p n nd ne t ttitude
 Ta tim to le rn & und rs nd o r p o le sne d
ke e a e ta the e p ’ e s
 Se id a b s d o m rit, va to o rs
ll e s a e n e lue the
 Ne r fo eap rs na a e a
ve rc e o l g nd
 Offe s g s nsto he o rss lvethe OW p b m
r ug e tio lp the o ir N ro le s
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11. Positive Approach
 C ns e o r p rs n’ fe ling &
o id r the e o s e s
o je tive in p nningw t yo d /s y
b c s la ha u o a
 P n b fo yo s e k
la e re u p a
 Give“ e fit o thed ub
b ne f o t”
 Avo jum ingto c nc io
id p o lus ns
 C ns e o r’ p int o vie a e o na s te
o id r the s o f w nd m tio l ta
 Ke p ne a
e g tivee o n o o d c s n
m tio ut f is us io
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12. Complaints/Suggestions
 Vie c m la
w o p intsno a p rs na c is , b
t s e o l ritic m ut
a va b fe d a k a s g s ns
s lua le e b c nd ug e tio
Not easy to do, but working relationships improved when
regularly practiced
 Ad re sc m la
d s o p intsq kly, Lis n to w les ry
uic te ho to
 Re a c m o e , c lm- a id inte
m in o p s d a vo rrup ns
tio
 Sho p b misund rs o b re ta
w ro le e to d y s tingit, As q s nsto c rify
k ue tio la
m und rs nd s
is e ta ing
 Sho a p c tio a ind a w t w b d ne
w p re ia n, nd ic te ha ill e o
 FOLLOW UP w a tio
ith c n
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13. Promises
 Ma fe p m e , a ke p the !
ke w ro is s nd e m
 C d ility lo t w n le d rs fa to ke p p m e
re ib s he a e hip ils e ro is s
 Ens c m itm nt isre lis a a ina le
ure o m e a tic nd tta b
 Ke p s ke ld rsinfo e o p g s
e ta ho e rm d f ro re s
 If s tio c ng , a p m ec nno b ke t:
itua ns ha e nd ro is a t e p
 Immediately contact those affected, avoid rumors
 Explain carefully and thoroughly the reasons
 Allow free feedback, consider others
 Follow up with mutually agreed corrective actions
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14. Get The Facts
 Exa inea fa e o as tio
m ll c ts f itua n
 Eva tee e e
lua vid nc
 Allo e ryo invo d to e re svie p int
w ve ne lve xp s wo
 C ns e o r’ rig , w t’ fa
o id r the s hts ha s ir
 Ig reuns s ntia d info a n
no ub ta te rm tio
 Ba ed c io o lo ic l thinking no e o ns
s e is ns n g a , t m tio
14

15. Discussion Basis
 Ke p it ab ine s
e us s -liked c s n
is us io
 Stic to thes je t
k ub c
 Lis n re p c
te s e tfully
 Avo g ttinghungup o p rs na
id e n e o lities
 Gra tha o r p rs n “ a ha s m thing
nt t the e o m y ve o e ”
 Do no lo s te p r
t oe me
 P n thetim a p c fo thed c s n
la e nd la e r is us io
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16. Design An Approach
 Ap ro c a p a too r’ m tiva nsa e o ns
p a h p e ls the s o tio nd m tio
 Bep a a re a c lm
le s nt, m in a
 Us q s ns a lis n to re p ns s
e ue tio , nd te so e
 Ob e b d la ua e c sto
s rve o y ng g , lue o r’ fe ling
the s e s
 Gived c a w rs
ire t ns e
 Sp a in am nne theo r p rtic a und rs nd la to
ek a r the a ip nts e ta /re te
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17. Explain Why
 Re s nsw
ao hy/w no
hy t
 Betruthful
 Sho w
w illing s toa w r q s ns
ne s ns e ue tio
 Le o rs“ o thekno ”
t the in n w
 P s nt thec m le s ry
re e o p te to
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18. Admit Mistakes
 Re o nizeno o isp rfe t
cg ne e c
 Natura te e y isto a id s ringo ra na
l nd nc vo ha r tio lizinga
m ta
is ke
 No m ta s=> ise p ye o le d r re lly d ing
is ke m lo e r a e a o
anything At le s no ta
? a t t kingrisks
 De rm w isa c d b m ta , a if a
te ine ho ffe te y is ke nd ny
c rre tivea tio ne d d
o c c n ee
 Re o nizem ta w sm d , re a le so ho
cg is ke a a e g rd s f w
d c ve d Sho m ta sa le rningo p rtunitie
is o re . w is ke re a po s
 Do um nt “ s o le rne ” r e c p je t
c e le s ns a d fo a h ro c
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19. Reasonable
Expectations
 P s nt fa a tice e ta ns
re e ir/re lis xp c tio
 Lis n c m le ly to a o je tio
te o p te ny b c ns
 Re ta o je tio , o
s te b c ns utliningc m e
o p tingp s nsa und rlying
o itio nd e
re s ning
ao
 Us illus tio a e m le
e tra ns nd xa p s
 P s nt c m le p ture a ra na fo s s q nt d c io
re e o p te ic , nd tio le r ub e ue e is n
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20. Be Prompt
 Bere p ns to s tio / is ue
s o ive itua ns s s
 Do sno m a ne d to a a a t im e ia ly
e t en e lw ys c m d te
 Bec ns te us as
o is nt, e truc dp b ms lvingte hniq
ture ro le o c ue
 Ba ed c io o fa ts if thista stim
s e is ns n c , ke e
 promptly acknowledge understanding of situation
 Let others know what is going on
 Allow others to assist, give choices of alternatives
 Always follow up!
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21. Compliment
 Alw ysg re o nitio w red s rve
a ive c g n he e e d
 Ens s e a c ns te
ure inc re nd o is nt
 Und rs nd e c p rs n isa ind
e ta a h e o n ivid l, ta r re o nitio tob
ua ilo c g n e
ma
e ning tothep rs n
ful e o
 Recognition can be simple, a note of thanks
 Decide whether best kept personal or public
 Givec m e a n fo s e ia a c m lis e & e rts
o m nd tio r p c l c o p hm nts ffo
 Do no o rlo k c ntrib
t ve o o utio , e p c lly if o rsre o nitio is
ns s e ia the c g n
p lic
ub
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22. Prepare For Changes
 P p reo rsin a va efo c ng s
re a the d nc r ha e
a c
ffe tingthem
 C ng isthre te
ha e a ning Andafa t o m d rn life
! c f oe
 Re wim e ingc ng , d te inee c o o rs
vie p nd ha e e rm ffe t n the
 De rm w t/ho m h info a n s uld b d s m te
te ine ha w uc rm tio ho e is e ina d
 Und rs nd a e la re s nsfo c ng
e ta nd xp in a o r ha e
 Se c rig tim , fo
le t ht e rumfo c m unic tio
r o m a ns
 P m tly p lic ne s
ro p ub ize w
 Lis n & re p nd to q s ns s g s ns
te so ue tio , ug e tio
22

23. Teamwork Doesn’t
Just Happen
 Ta stim , e rt toe ta lis e c
ke e ffo s b h ffe tivete m
a
 Go d e e nc g ine b c ntrib
o xp rie e a d y o utingin avolunte r p fe s na
e ro s io l
s c ty, s h a ASME
o ie uc s
 Ve s ila to m d rn ind try p je t te m
ry im r oe us ro c a s
 Te mle d r o n no “ b s ”
a a e fte t the o s
 Project teams pulled together, cross-functional skills quickly focused on
objective
 Typical that members are on other teams (other jobs)
 Team disbanded after completion
 Leader needs to motivate and enable/empower
 Team needs to share responsibility, accountability, and recognition for
“ deliverables”
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24. General Leadership
Cycle
 C m o toa le d rs s sisap c s
o mn ll a e hip tyle ro e s
 Va sa c rd
rie c o ingto s , e c ha c ns te p c s
tyle a h s o is nt ro e s
PLAN
RECOGNIZE DELEGATE
FOLLOW UP 24

25. Four Major
Leadership Factors
Follower - Different people
require different styles
Leader – Know Communication –
yourself as a leader, Two-way, you must
people will decide on set the example
their own whether to
follow you
Situation -all are different,
use judgment to determine
best course of action
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26. The Most Important Words
 The six most important words: " I admit I made a
mistake."
 The five most important words: " You did a good job."
 The four most important words: " What is your
opinion."
 The three most important words: " If you please."
 The two most important words: " Thank you,"
 The one most important word: " We"
 The least most important word: " I"
- Author unknown
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27. Pick a Project – And Put
C
Your Skills to the Test
OMPANY TOUR
 MONTHLY MEETING
 FIELD TRIP
 P NIC
IC
PANEL DISCUSSION
 OTHERS
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28. Closing Comments
 P n a Do
la nd !
 Yo le rn fro thee e nc
u a m xp rie e
 Do t b a id o m ta s
n’ e fra f is ke
 Ma d c io w p rtic a n, a d ta
ke e is ns ith a ip tio nd a
 Asale d r, yo ha re p ns ilitie to o rs
ae u ve s o ib s the
 BE DECISIVE
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