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Effective Leadership

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Effective Leadership

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How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.

How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.

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Effective Leadership

  1. 1. Effective Leadership Making a world of difference in challenging times
  2. 2. “The world we have created is a product of our thinking; it cannot be changed without changing our thinking…” Albert Einstein
  3. 3. A snapshot of changing The world is the business at the beginning Concept 2 of 2008... Oceania 2009 Expectations are ...so what can we do about it?13 changing constantly
  4. 4. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  5. 5. Before we start
  6. 6. the challenge “There’s no growth in the comfort zone and no comfort in the growth zone”
  7. 7. Play FULL TILT!
  8. 8. the logistics Summary Notes Group Discussion
  9. 9. THINK DO GET
  10. 10. Decision vs Position
  11. 11. No-one anywhere really knows what the hell is going on… So we are all simply just making it up as we go along…
  12. 12. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  13. 13. Why do I want to lead?
  14. 14. my leadership challenges Key challenges Choose No. 1 Discuss responses ...Why is it so difficult to lead now?
  15. 15. my leadership challenges What is the greatest challenge in being a leader today?
  16. 16. What do I want from this working session? My outcomes
  17. 17. THINK DO GET
  18. 18. Abstract vs Practical
  19. 19. PassIon What if I do not lead it?
  20. 20. A snapshot of changing The world is the business at the beginning Concept 2 of 2008... Oceania 2009 Transform or Die Can’t do it like we used 13
  21. 21. Ref: Prigogene 1977 dissipative structures Prigogene, 1977 O P ” E “ P A T IV IS S IP D
  22. 22. Knowledge is Power
  23. 23. IQ was King The Information Age is over
  24. 24. EQ is the new Let’s get connected NOW ruling party
  25. 25. Power by Affiliation
  26. 26. THINK DO GET
  27. 27. Result:
  28. 28. A snapshot of changing The world is the business at the beginning Concept 2 of 2008... Oceania 2009 Who’s on Top? Leadership is not hierarchical13
  29. 29. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  30. 30. the objective Why Should Anyone Be Led By YOU? What it takes to be an authentic leader
  31. 31. Professor Professor Rob Goffee Gareth Jones London Business School London Business School
  32. 32. your theme The C.A.S.E. for SIMPLIFYING COMPLEXITY
  33. 33. the key ingredient 34
  34. 34. the key ingredient I’m Excited! 35
  35. 35. the leadership definition Effective leadership EXCITES people to EXCEPTIONAL PERFORMANCE
  36. 36. the suggestion Have the COURAGE to INSPIRE daily
  37. 37. the next step With your buddies (3 to 4)… (around 4 minutes) 1. Tell them how you excite followers to exceptional performance 2. Your Buddies respond: “I’m EXCITED!”
  38. 38. one more challenge Extroverts Introverts
  39. 39. the difference Follower Perspective Authentic Leadership
  40. 40. the problem Too Much Emphasis on ‘Great’ Leaders, Rather Than Leadership Mahatma Gandhi Richard Branson Jack Welch Bill Gates There’s only one…
  41. 41. “The main body of leadership literature focuses on the characteristics of leaders. The underlying assumption is that leadership is something we do to other people... ...but in our view, leadership should be seen as something we do with other people. Leadership must always be viewed as a relationship between the leader and the led.” Rob Goffee & Gareth Jones
  42. 42. authentic leadership foundations Non-hierarchical Contextual Relational Position / title does not Situational sensing make a leader Action consistent Constant cultivation across roles Develop networks
  43. 43. Followers Anyone you need to excite to deliver exceptional performance
  44. 44. Who are your What are their needs? How well are you followers? meeting these? Making your CASE ...Who do you need to excite?
  45. 45. What do Followers Need?
  46. 46. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  47. 47. the followers’ needs Excitement Authenticity The need for passion Community The need to be real Significance The need for The need to build it meaning
  48. 48. Community 1. Have a Higher Purpose, a Mountain to scale 2. Connect people to it and each other
  49. 49. the findings Highest Correlation Leader Behaviours & Engagement 1. Create a work environment (culture) that drives High Performance 2. Communicate honestly (authenticity) 3. Act in alignment with organisation’s core values 4. Link the organisation to a Higher Purpose (Source: BlessingWhite Global Employee Engagement Survey 2010/2011)
  50. 50. the suggestion The Golden Circle WHY? HOW? WHAT? ...WHAT IF?
  51. 51. Family: most basic unit of a tRibe
  52. 52. Authenticity 1. Differentiate yourself through values, business and life experience. 2. Show allowable weaknesses.
  53. 53. The Findings % of Engaged who agree or strongly agree vs. Disengaged who agree or strongly agree (Source: BlessingWhite Global Employee Engagement Survey 2010/2011) My Manager… Engaged Vs. Disengaged Encourages me to use my 85% 37% talents Asks for and acts on my input 84% 42% Recognises and rewards my 88% 43% achievements
  54. 54. The Secret from Dr Brene Brown’s ‘The Gift of Imperfection’ … “Don't ask what the world needs, ask what makes you come alive and go and do it. Because what the world needs is people who have come alive” Howard Thurmann
  55. 55. Who Are You?
  56. 56. The Findings % of Engaged who agree or strongly agree vs. Disengaged who agree or strongly agree (Source: BlessingWhite Global Employee Engagement Survey 2010/2011) Engaged Vs. Disengaged I trust my manager 88% 48% I have a great working 87% 41% relationship with my manager I know my manager well as a 81% 23% person
  57. 57. The Suggestion 1. Share Life Experiences and link to Values 2. Show “Allowable Weaknesses”
  58. 58. The Next Steps With your buddies (3 to 4)… (around 4 minutes) 1. How do you? 2. How could you? …CREATE COMMUNITY …BE MORE AUTHENTIC “I’m EXCITED”
  59. 59. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  60. 60. Significance 1. Connect people’s efforts to the Higher Purpose or the mountain ascent. 2. Provide feedback that leverages each person’s talents (often compensating for your allowable weaknesses).
  61. 61. The Suggestion Upfront Positive Specific Examples Skills or Qualities Resulting Benefits
  62. 62. come in early as a partner LEARNING TO LEAD ...not late as a judge
  63. 63. leaRning paRtneRships in tRibes
  64. 64. Excitement 1. Use celebrations and rituals to underscore achievements 2. Embody a passion that energises others through the promotion of innovation, urgency and accountability
  65. 65. Excitement
  66. 66. The Suggestion Excellent Develop Ideas Time Frame
  67. 67. The Next Steps With your buddies (3 to 4)… (around 4 minutes) 1. How do you? 2. How could you? …CREATE SIGNIFICANCE …CREATE EVEN MORE EXCITEMENT “I’m EXCITED”
  68. 68. The Essence Be YOURSELF more… WITH SKILL
  69. 69. The Mantra “Be Me” Be YOURSELF more… WITH SKILL
  70. 70. Be an authentic chameleon
  71. 71. “Know thyself for the truth shall set thee free”
  72. 72. Engage your strengths and Express your Best partner to your weaknesses
  73. 73. The Life Lesson “Where shall we hide real power?”
  74. 74. The Life Lesson “We shall not cease from exploration, and the end of all our exploring will be to arrive where we started and know the place for the first time.” T. S. Eliot
  75. 75. The Summary Making Your… Community Authenticity Significance Excitement
  76. 76. The “One Thing” “The One Thing”
  77. 77. A snapshot of changing The world is the business at the beginning Concept 2 of 2008... Oceania 2009 We can only move ...so what do YOU commit to? 13 forward......
  78. 78. the agenda We will be navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
  79. 79. building trust early pace, pace, pace ....... and lead
  80. 80. IGNITING YOUR SENSORY CHANNELS be sense-able
  81. 81. What if? How? What? Why?
  82. 82. learning & leadership styles Concrete Experiencing Dynamic Learner Imaginative Learner Mentor/ Motivator Colleague What if? Why? Doing/Active Watching/ Experimentation Reflective How? What? Observation Coach/ Facilitator Teacher Common Sense Learner Analytical Learner Abstract Conceptualizing
  83. 83. the stickiness factor 85
  84. 84. Why? framing 86
  85. 85. Common Ground Clarify Benefits Pace Out Objections Link to Message
  86. 86. If you want to build a ship, don’t summon people to buy wood, prepare tools, distribute jobs and organise the work … … teach people the yearning for the wide, boundless ocean Antoine de Saint-Exupery, Author of The Little Prince
  87. 87. What if? stoRy selling Inspire with full technicolour, soundtrack, emotions......
  88. 88. Learn from unexpected quarter
  89. 89. live more lead more leave a legacy
  90. 90. So...
  91. 91. What do we need to do? Individual Action Plan
  92. 92. START CONTINUE STOP peRsonal leaRning jouRnal key insights
  93. 93. What do we need to do? Team Action Plan
  94. 94. evaluating my outcomes find the gems
  95. 95. my next steps What do I commit to?
  96. 96. Any Questions or Comments?
  97. 97. tlc@dryvonnesum.com

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