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Foundationsof Leadership
- 1. Foundations of Leadership
- 2. What is Motivation ? “ Inner drives or forces that move people toward a goal.”
- 5. “ There’s a big difference between getting employees to come to work and getting them to do their best work. Get the best work from employees by expecting it from them, telling them you expect it and helping them attain it in any way they can.” Bob Nelson. Nelson Motivation, Inc.
- 11. HUMAN BUSINESS
- 13. “ Coaching requires the leader to replace authority with a strategy that lets the employee take ownership.”
- 16. Self-Recognition
- 17. “ You can’t make a empty bag stand up straight!” … . Eleanor Roosevelt
- 20. How Do You See Others?
- 21. How Do You See It? You see your house as... Luxurious Your appraiser sees… A Dog House Your lender sees…. Just Another House Buyers see…… A Shack A Tax Assessor sees…. A Castle
- 22. “ Give so much time to the improvement of yourself that you have little time to criticize others.”
- 27. Ve rbal (Words) 7% Vocal (Sound) 38% Visual (Sight) 55% “People more attention pay to what you do than what you say”. ……Zig Ziglar
- 28. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book. I did not say he stole that book.
- 29. “ While the right to talk may be the beginning of freedom, the necessity of listening is what makes that right important.” … . Walter Lippman, Social Scientist
- 33. Get the facts of the situation E stablish the need M ake a recommendation A sk for the sale It’s easy that way You can’t go wrong with E M A ! Source: 1998 The Elkind Group – Used by Permission .
- 34. “ You can get anything in life that you want if you just help enough other people get what they want.” … ..Zig Ziglar
- 37. Excuses “ Excuses are tools of incompetence. They build monuments of nothingness. And those who specialize in them are seldom good for anything else.”
- 38. Yeabut
- 39. Key Terms Results = The outcomes of an employee’s behavior Performance = The specific behaviors that lead to the outcomes Evaluation = Measuring results against a standard Coaching = Improving results by helping people improve their performance
- 41. Skill vs. Will Skill: The employee is willing to do the job, but is not performing well. - Train - Coach - Develop Will: The employee is unwilling to do the job consistently, however has demonstrated the ability to do the job in the past. - Clarify expectations - Determine/Remove Barriers - Evaluate Performance - Reinforce+/-Consequences
- 42. FOUR STAGES OF LEARNING U nconscious I ncompetence U nconscious C ompetence C onscious I ncompetence C onscious C ompetence
- 49. “ Things which matter most must never be at the mercy of things which matter least.” … ..Goethe
- 50. What Do People Want From Their Jobs? My Ranking Factors Sup. Emp. Good Working Conditions Feeling of being “in” on things Tactful discipline Full appreciation for work done Management loyalty to workers Good wages Promotion & Growth Sympathy for personal problems Job security Interesting Work
- 51. What Do People Want From Their Jobs? My Ranking Factors Sup. Emp. Good Working Conditions 4 Feeling of being “in” on things 10 Tactful discipline 7 Full appreciation for work done 8 Management loyalty to workers 6 Good wages 1 Promotion & Growth 3 Sympathy for personal problems 9 Job security 2 Interesting Work 5
- 52. What Do People Want From Their Jobs? My Ranking Factors Sup. Emp. Good Working Conditions 4 9 Feeling of being “in” on things 10 2 Tactful discipline 7 10 Full appreciation for work done 8 1 Management loyalty to workers 6 8 Good wages 1 5 Promotion & Growth 3 7 Sympathy for personal problems 9 3 Job security 2 4 Interesting Work 5 6
- 54. “ Nobody ever says I’m doing a good job. You’re apt to hear, “That’s what your paycheck tells you.” … ??????
- 55. “ Nobody ever says I’m doing a good job. You’re apt to hear, “That’s what your paycheck tells you.” … Tiger Woods
- 57. Recognition is……. Appreciating someone for something they have done for you, your group or the organization.
- 59. Behavior that is recognized is behavior that is repeated! Why Recognition?
- 62. “ Things which matter most must never be at the mercy of things which matter least”. - Goethe
- 65. “ Things which matter most must never be at the mercy of things which matter least”. - Goethe
- 66. Remember Me?
- 67. Foundations of Leadership
Notes de l'éditeur
- Motivation – often misunderstood; Dictionary: “from within, not without, that prompts or incites an action” To illustrate: Ask: Please raise your right hands. Pause. Thank the group. Ask: Now, why did you do that? (Response: “Because you asked us to” or “Because you said please”.) Ask: “OK, now would you please all stand and pick up your chairs?” Say: “If I told you there were some dollar bills scattered around the room under the chairs, would that motivate you to stand and pick up your chairs?” Say, “Well, let me tell you there are indeed some dollar bills under some chairs.” Discussion Questions: Why did it take more effort to “motivate” you the second time? Did the money motivate you? (Stress that money often does not act as a motivator.) What’s the only real way to motivate? (Acknowledge any relevant answer, but emphasize the only way to get a person to do something is to make a person want to do it. There is no other way!) Motivation is internal, but external incentives can initiate action in humans!