Short Disclaimer:
Leadership has many different definitions and forms. Your company or circumstances may need absolutely different set up.
This material may be helpful for young leaders, especially in pressing situations, use it carefully.
As basis for this material I used “Be, know, do” formula and U.S. Army field manual “Battlefield Leadership”.
These principles are universal, well tested and work in many situations.
Never stop learning.
If you are interested in more material please contact me at: aslan.umarov@gmail.com
2. Short Disclaimer:
Leadership has many different definitions and forms. Your company or circumstances may need
absolutely different set up.
This material may be helpful for young leaders, especially in pressing situations, use it carefully.
As basis for this material I used “Be, know, do” formula and U.S. Army field manual “Battlefield
Leadership”.
These principles are universal, well tested and work in many situations.
Never stop learning.
If you are interested in more material please contact me at: aslan.umarov@gmail.com
3. Content
Leadership Defined
Key elements of Leadership
Leadership Context
What leaders needs to be
What leaders needs to know
What leaders need To Do
5. Management vs Leadership
Manager Leader
Manage processes Manage changes
Values procedures Values creativity
Focused on current tasks Looks into the future
Maintains status que, prevents risks Thinks about opportunities, able to take risk
Thinks about results Thinks about staff development
Knows procedures Influence and motivates staff
Emotionally detached Emotionally attached
Focused on achievements Never satisfied with achievements
7. Leadership in business context
Leadership must be customer centric
Focused on development of leadership skills of company staff
Development of cohesive and collaborative team
Decentralization
8. Focus on client
The goal of the leader is to identify client (internal and external) and develop commitment to
the client amongst staff members
9. Leadership skills development
Formal trainings
Experience
Self development based on personal interest
Personal example
10. Team development
Efficient team characteristics:
Loyal to company goals
Efficient and proactive
Cohesive and sustainable
Capacities of sustainable team:
Able to understand and accept circumstances
Inventive and proactively takes initiative
Achieve tasks independently in accordance with company strategic direction
11. Decentralization
Efficient decentralization starts with:
Constantly developing system of standards
Definition of tasks at individual and team levels
Staff members are able to independently select ways task should be accomplished
12. Goal of the Leader
Define goal (explain why)
Show direction (set priorities)
Motivate
The task of the leader is to get his people from
where they are to where they have not been.
Henry Kissinger
14. Led
The leader encourages the led to actively participate and help the leader to accomplish the mission.
Key ingredients of this relationship are mutual trust, respect, and confidence.
15. Leader
Knows his strengths, weaknesses,
capabilities, and limitations so that he/she
can control and discipline him/herself and
lead team effectively.
Efficient leadership starts with efficient self
control and self discipline
17. Communication
Communication is exchange of information
Efficient communication is when subordinates and leader
excellently understand each other (information)
Best communication is personal example
18. The four major leadership factors are always present but, in every situation, they affect each
other differently. The most important factor in one situation may have little importance in
another. You must constantly consider all four factors of leadership and choose the best
course of action. Mistakes happen when leaders fail to consider all four leadership factors and
see how they affect each other and mission accomplishment. Self-assessment, study, and
experience will improve your understanding of the four major factors of leadership
19. Principles of leadership
Know yourself and seek self improvement.
Be technically and tactically proficient.
See responsibility and take responsibility for your actions.
Make sound and timely decisions.
Set the example.
Know your staff and look out for their well-being.
Keep your subordinates informed
Develop a sense of responsibility in your subordinate.
Ensure the task is understood, supervised, and accomplished.
Build the team.
Employ your team in accordance with its capabilities.
Team
Staff
Leader
20. Self knowledge & Self development
Develop professionally
Take full responsibility for your actions
Show ability to take right decisions
Defined role model
21. Development of subordinates
Exchange Information (know your team)
Develop sense of responsibility
Control over task accomplishment
Show personal example
22. Team Development
Know strong and weak sides of the team
Increase team commitment
Develop cohesive team
Realize team full potential
24. Values and beliefs
Beliefs of Leader influence team cohesiveness, discipline and efficiency
Values are guidelines to avoid moral dilemmas
Character is link between values and behavior of the leader
25. Steps to avoid ethical dilemma
Step 1. Interpret the situation. What is the ethical dilemma?
Step 2. Analyze all the factors and forces that relate to the dilemma.
Step 3. Choose the course of action you believe will best serve the nation.
Step 4. Implement the course of action you have chosen.
Many subordinates want to please you, seeking recognition, do not ask them to do things that
will cause them to behave unethically to please you.
26. What causes Ethical Dilemma
Avoid following attitudes:
I don’t care how you get it done—just do it!
There is no excuse for failure!
Can do!
Zero Defects
Covering up errors to look good
Telling superiors what they want to hear.
Making reports say what your leader wants to see,
Setting goals that are impossible to reach (missions without resources),
Loyalty up—not down
28. Courage
Courage is ability to defend principle values and beliefs, take unpopular and tough decisions
towards company goals in high level of uncertainty and risk, even when it hurts interests of
other people
29. Candor
Candor lets being frank, open and honest with
management, peers and subordinates. This trait is
undervalued as it is associated with personal
criticism.
Simple rules of constructive criticism
• select the right time and place to offer your criticism or advice;
• do not criticize a plan without giving a constructive alternative;
• recognize that when your leader has made the final decision, you must end your discussion and
support legal and proper orders even if you do not personally agree with them.
30. Professionalism
Professionalism – is developed
competence in the area of activities.
Level of professionalism influence level
of individual and team confidence in
leader.
Skills and
knowledge
Tactics
31. Character
Character describes a person’s inner strength and is the link between values and behaviors. A leader of
character does what he believes right. A leader’s behavior shows his character. In tough situations,
leadership takes self-discipline, determination, initiative, compassion, and courage.
Character can be strong and weak
Subordinates assess your character from day one. As they watch your day-to-day actions. They
know if you are open and honest with them. They see whether you are indecisive, lazy, or selfish.
They will quickly determine whether you know and enforce the company standards. Your staff
perceptions of your actions combine to form a continuing assessment of your character.
32. Developing strong character
Questions for self-analysis:
How well developed are your values?
How firm and successfully do you defend your values?
Which sides of the character do you need to develop?
Actions:
Aim to accomplish the tasks that help to build up a character
Find your role model
33. Summary
Who the leader must be Examples
Be a person of strong character
Determination
Compassion
Self discipline
Role Model
Initiative
Flexibility
Consistency
Be example of professional ethics
Commitment to company values
Loyalty to the team
Duty
Be example of individual values
Courage
Candor
Competence
Commitment
Be able to resolve complex ethical dilemma
Interpret the situation
Analyze all factors and forces apply
Chose course of action
34. What leader must know
Standards
Self knowledge
Human nature
Professional knowledge
Team knowledge
35. Standards
Standards define acceptable quality of work done. They are
control tools. Leader must establish high standards in every
aspect of team activities.
Professional skills
Social skills
• Did your subordinates understand what was expected?
• Did you provide the resources, authority, training, and
direction your subordinates needed?
• Did your subordinates know how to do what was expected?
• Were your subordinates motivated to do what was expected?
36. KNOW YOURSELF
YOUR MUST REALIZE YOU ARE THREE PEOPLE
Who you are
Who you think you are
Who others think you are
Questions for Self Analysis:
• Am I reliable?
• How well do I listen to others?
• Do subordinates fear me, or trust, like, and respect me?
• Do I show others I enjoy what I am doing?
• Am I a delegator or a “micromanager”?
• Am I an optimist or a pessimist?
• Am I selfless or self-serving?
• Am I a decision maker or a “decision ducker”?
• Am I competent at my job?
• Do I lead by example?
• Do I allow standards to slip when I am tired?
37. KNOW HUMAN NATURE
Depression, sadness, feelings of hopelessness and lack of self-worth are dangerous emotions
that lead to ineffectiveness.
You can have an important influence on these emotions:
• Control them in yourself by exercising self-discipline.
• Sense these emotions in your team members, and
• Take actions to control them.
Minimize influence of negative emotions:
• Express positive example
• Keep them busy
• Keep them informed
38. Attitudes and social roles
8 defined stages of commitment:
Resistant
Reluctant
Existent
Compliant
Committed
Compelled
Obsessed
Apathetic
Successful team consists of compliant, committed and compelled personalities
39. Know Team
Disciplined team is the team you can trust.
Disciplined team takes efficient actions even if
there are no clear and comprehensive directives.
Standards established by the leader are the
fundamental of discipline.
Professionalism
Social Skills
40. Cohesiveness
Respect, trust, understanding and confidence in each other are ingredients of cohesiveness.
Simple Rules to maintain cohesiveness:
Avoid too often reassign staff to different jobs
Conduct intensive collective trainings
Prevent and resolve personal conflicts
Make job and being in team interesting for staff
Stress importance of cohesiveness
41. Summary
What Leader must know
4 factors of leadership situation and how
they affect each other
leader
Situation
Led
Communication
Know standards
Quality of work done
Corporate ethics
Team behavior ethics
Tools and instruments
Know yourself
Personality and performance
Efficiency levels
Strong and weak sides
Level of professional knowledge
Level of experience and skills
Diversity of attitudes and instruments
Know human nature
Potential for good and bad behavior
Understanding of negative emotions
Skills to neutralize negativity
Know your job
Planning and communication
Management and training
Couching and counseling
Professional competence
Know your team
Strong and weak sides of the team
Steam potential
43. Main things leaders do
Provide the purpose
Set standards
Motivate team members
44. Providing the purpose
Purpose gives subordinates a reason why they should do things under stressful circumstances. It
focuses subordinates attention and effort on the task or mission at hand, enabling them to operate
in a disciplined manner in your absence, Subordinates can best relate to a task or mission if they
know the ultimate purpose of their actions.
45. Setting goals
Goals should be realistic and achievable
Goals should lead to efficiency (relevant)
Subordinates should be involved into goals creation
Goal should be accompanied by action plan
46. What It Takes to Set Directions
Development and deployment of standards
Setting priorities for goals and tasks
Planning team activity
Decision making, problem solving
Management & evaluation of team members
Development of team members through training, mentorship and couching
47. Planning
Have final picture in mind
Set Milestones (what, how and when)
Set timelines
48. Leaders evaluate their team and team members
Set right balance between absence of control and micromanagement. Staff evaluation should
be systematic and continuous.
Ask yourself following questions about team:
What experience do they have?
Are they competent enough for assigned tasks?
Are they confident enough in their capacities?
Are they motivated enough?
Ask yourself following questions about team member:
is his potential fully utilized?
Is he loyal to the team and company?
Does he do his work efficiently?
How does he influence moral spirit of the team?
49. Leaders Motivate by
Personal example
Development of cohesive and collaborative team
Using consistent rewards and punishment system
Punishment and rewards influence people behavior most of all.
50. What you need to know about Rewards
Rewards system should be flexible
Choose a reward valued by the person receiving it.
Present awards in ways so that others can see hard work is rewarded
Reward promptly the desired behavior of an individual or group
Give lots of verbal praise. Be aware, giving too much praise cheapens its motivating value.
There is nothing wrong rewarding the majority of your team if they exceed standard expectations
Promote people who work and study hard,
Influence others to achieve standards and show the capability for increased responsibility.
51. When it comes to reprimands…
Let team member know you are upset about behavior and not about him
Let know you care about team member as a person but expect more from him/her
Make sure team members know you will tell them how they are doing
Do not punish team members who are unable to perform a task, punish those unwilling or unmotivated to succeed
Reprimand in private as soon as possible after the undesirable behavior,
Do not humiliate in front of others
Ensure that team members being reprimanded understand exactly what behavior led to this action
Ensure that reprimand is neither excessive nor unreasonable
It is not only the severity of reprimand that restrains but also the certainty of it.
Do not hold a grudge after reprimand. When it is over . . . it is over.
Never lose control of your temper
52. Team is ok when:
Goals are clear to all members of the team
Team members show high level of commitment
Team roles are clear and accepted
Team members show mutual respect
Team communications are open and transparent
Team members receive consistent and continuous training
53. Forming a team
Forming.
This is a learning period for old and new members, acquainting and reacquainting themselves with how the
group functions, their roles within the group and the group goals. This is also the time when leaders go over
team rules, responsibilities, and roles within the team
Storming.
The honeymoon period is over and now it’s time to get down to work. This phase is characterized by conflict
over who has control and infighting for status positions and the coach’s attention. Leader needs to be vigilant in
identifying conflicts when they emerge and open up communication paths to resolve the conflict in a timely
fashion. Successful resolution can lead to increases in team members self-esteem, respect for their teammates
similarities and differences, overall trust, and communication skill effectiveness
Norming.
The calm after the storm. Norming is the period after storming where the team has come to a consensus about
what is acceptable and what is not acceptable. Goals, objectives and expectations have been clearly defined.
The respect they gain for their teammates unique contribution to the team is the most important realization
the athletes come to during the norming phase
Performing.
The performing stage is similar to the peak at the end of the season. During this stage, there is a close bond
among the group members and a general want for one another to succeed. The team members begin to truly
value each individual’s contribution and the relationships are secure within the team. The group is finally acting
as a confident cohesive unit. In this final stage, the team should be able to combine effort towards the group
goals.
54. Summary
What leader should do Example
Provide purpose/goal
Explain WHY
Communicate your intent
Provide direction
Plan
Maintain standards
Set goals
Make decisions, solve problems
Supervise, evaluate, train, mentor, coach
Provide Motivation
Take care of subordinates
Be a role model
Develop cohesive team
Make everyday routine meaningful
Reward outstanding performance
Correct performance that does not meet standards
Punish intentionally fail to meet standards
