Leadership
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Leadership requires determination, courage, and the ability to get results while building relationships. True leaders establish a direction, align people, motivate and inspire, and produce change. The document discusses the differences between leaders and non-leaders, noting that leaders are purpose-oriented while non-leaders are career-oriented. It also outlines six key skills that make effective leaders: having a sense of purpose and passion, strong character and competence, wisdom, and the ability to multiply their impact through others.
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This document discusses leadership training and effective leadership principles. It explores what makes people want to follow a leader, different types of leaders, and critical leadership attributes. Traditional leader traits are also examined, using the analogy of geese flying in a "V" formation to create greater range through less drag. The overall goals are to have an open discussion on leadership and challenge participants to take action.
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And also please like it, if you really like it
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A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
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1) The document discusses why agile leadership is important by providing examples from turning around Nissan Motor Co. and quotes from Forbes about agile leadership emphasizing flexibility, adaptability, and fast decision-making.
2) Agile leadership focuses on individuals and interactions over processes and tools as well as responding to change over following a plan. It is about both people and responsiveness.
3) The traits of agile leadership include having sincerity and clarity of vision, earning credibility and trust through character and competence, enabling faster interactions through collaboration tools, growing people through challenges and opportunities, having a hunger for innovation, courage and belief, and razor-sharp focus through right prioritization.
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www.ccl.org/Transformations
Transformations is a tool for human development based in the work of Bill Torbert & Elaine Herdman Barker in partnership with the Center for Creative Leadership.
Webinar Series Archive is here: http://www.leadingeffectively.com/leadership-explorer/introductory-webinars-for-explorers-and-essentials/
Myths & Truths About Leadership & Your Leadership Development
1. Leadership can be developed through training and experience, rather than being an innate trait. While some natural abilities exist, studies show leadership is about 2/3 developed through experience.
2. Both leadership and management are important, and effective leaders need to balance managing tasks with inspiring others. Transformational leadership inspires followers and helps them develop their own leadership skills.
3. Developing strong leadership requires self-awareness, setting goals, and using methods like coaching that fit individual needs. It is a journey that improves both personal skills and an organization's leadership capacity over time.
Building a Global Values Community with Alan Williams
2016 CTT International Conference:
Global Values Alliance, with Alan Williams, explores how to inspire greater authenticity all over the world by enabling connection, exploration, and action for our global values-driven community.
How to Develop High Performing Teams
The best performing companies in the world rely on High Performing Teams to set new directions for innovation and results. The steps in this presentation will orient you to the most critical areas for developing a high performing team in your company.
What it takes to build high performing teams
The document discusses what it takes to build high performing teams. It states that high performing teams are highly focused on their goals and achieve superior business results. Some key factors for building high performing teams include assembling the right people who have passion for their work and are intrinsically motivated, bringing the work to the team so they have ownership rather than working individually, discovering the deeper meaning and purpose in their work to stay motivated, creating an environment where they can focus in a state of "flow" without interruptions, and encouraging failure to allow for creativity and innovation.
How To Become A True Leader by Rob Wengrzyn
West's Department Chair for Business, Rob Wengrzyn, presents an informal but intriguing discussion about what it takes to be a true leader and why good managers are not necessarily good at leading.
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Teamwork and leadership were the main topics discussed. The document provided an agenda that covered the importance of teamwork, how to construct effective teams, and characteristics of good team players and leaders. It discussed the differences between a leader and manager, qualities of good leaders, and strategies for dealing with different difficult personality types on a team, such as whiners, shy people, and "tanks." The overall message was about the value of teamwork and effective leadership in achieving goals and building successful teams.
353 dc ld_leading_strong_teams
This document discusses how effective leaders are able to capitalize on the diverse skills, abilities, and personalities of team members to build strong teams. It notes that successful leaders seem to develop strong teams wherever they go, regardless of the task. The document indicates that it will analyze how leaders take individual strengths and turn them into team strengths, looking at challenges of leading talented committed individuals working together and specific ways to handle issues that arise.
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The document outlines principles of effective leadership and compares the roles of a leader versus a manager. It discusses that leaders empower followers, create engagement in employees, and set a vision and direction for long-term change and achievement. In contrast, managers focus on maintaining stability through planning details, making decisions, enacting culture, and minimizing risk to achieve short-term objectives and results.
Leadership management
Leadership requires guiding a vision with passion, integrity, honesty and trust, while encouraging curiosity and risk-taking dedication. Management is the ability to organize resources and tasks to reach goals efficiently. While management focuses on stability and order, leadership drives improvement and change, with both roles requiring coordination skills.
If we’re agile, why do we need managers (tri valley aln, 3.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Leadership motivation?
The document discusses various aspects of leadership including different leadership styles, qualities of effective leaders, and challenges of leadership. It explores what type of leader one needs to be currently and in the future considering trends like globalization, technology and cultural diversity. Effective leadership is highlighted as requiring a guiding vision, passion, integrity, trust and curiosity. Different views on leadership are provided from leaders like Steve Jobs, Peter Senge and Warren Bennis. Situational and authentic leadership models are also summarized.
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Identifying and nurturing leadership within the organization
Identifying and nurturing leadership within the organization
Why is it important to talk about Agile Leadership? (By Nayyer Abdul Rab)
Why is it important to talk about Agile Leadership? (By Nayyer Abdul Rab)
Myths & Truths About Leadership & Your Leadership Development
Myths & Truths About Leadership & Your Leadership Development
Building a Global Values Community with Alan Williams
Building a Global Values Community with Alan Williams
If we’re agile, why do we need managers (tri valley aln, 3.14)
If we’re agile, why do we need managers (tri valley aln, 3.14)
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Inspired by Youngster's Trending Now: The Grace Called Leadership
References: http://www.teenink.com/opinion/social_issues_civics/article/281628/Leadership/ - Leadership Characteristics
http://www.mindtools.com/pages/article/newLDR_84.htm - Leadership Styles
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Leadership
- 1. What Makes a Leader? Akbar Raza
- 2. Simple Message • Reality – What is Leadership? • Differences – Leaders & Followers • What makes a Leader? (Skills)
- 3. What is Leadership? Leadership is determination, courage and the ability to get results, while building relationships. Leadership is establishing directions, aligning people, motivating and inspiring & producing change.
- 4. Allama Iqbal
- 6. Leader • Purpose Oriented • Insights • Ask – What & Why • Inspire • Pulls • Giver • Passionate Non - Leader • Career Oriented • Eyesight • Asks – How & When • Influence (Power) • Push • Transactional • Energetic
- 8. Harvard Way
- 9. DDI Way • 12208 Leaders • 1493 HR Representative • 76 Countries • 11 Languages • 192 Industries (both public & private)
- 10. 1. Leadership Promise • Motivation (Propensity to Lead) – has upward ambition, actively purses leadership opportunities. • Authenticity – is genuine and true; has integrity; promotes trust; is confident. • Brings out the best in people – optimizes talent; inspires performance; unites others.
- 11. 2. Personal Development Orientation • Learning & Agility – Learns how information; is curious. • Reception to Feedback – seeks and uses feedback; accepts criticism; is humble.
- 12. 3. Mastery of Complexity • Adaptability – accepts changes; adjusts quickly; balances demand. • Conceptual Thinking – thinks broadly; sees multiple perspectives. • Navigates Ambiguity – simplify complex situations.
- 13. 4. Balance of results and Values • Culture fit – has personal style that fit with company culture • Passion for results – getting things done; refuses to give up
- 14. Learning to Lead
- 15. Today’s Message • 6 things to become a Leader. • Actions
- 16. To Lead, you need to learn 6 things • Purpose • Passion • Character • Competence • Wisdom • Multiplier
- 17. 1. Purpose • Cause • Direction • Focus • Initiative
- 18. 2. Passion • Energy • Will • Burning Desire • Giving 101%
- 19. Purpose – Passion Matrix
- 20. 3. Character • Beliefs • Values • Character
- 21. 4. Competence • Technical • Operational • Networking
- 22. Character – Competence Matrix
- 23. 5. Wisdom • Insight • Divine • Guidance
- 24. 6. Multiplier • Mobilize team • Improve Performance • Create Opportunities • Create Leaders!
- 25. To Lead yourself & other, you need • Direction – purpose • Energy - passion • Credibility - character • Strength – competence • Guidance – wisdom • Team – multiplier