Admired Leaders

7/23/2019 Admired Leaders

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PDL Final



Chapter 1Learning Style



Visual LearnersPrefer to see information such aspictures, diagrams, cartoons,

demonstrations.

Picture words and concepts they hearas images.

Easily distracted in lecture with no

visual aids.verwhelmed with intense visualsaccompanied !y lecture.

"ene#t from using charts, maps, notes,and $ash cards when studying.Let me see it!



Auditory Learners

Prefer to hear information spo%en.

Can a!sor! a lecture with little e&ort.'ay not need careful notes to learn.

ften avoid eye contact in order toconcentrate.

'ay read aloud to themselves.

Li%e !ac%ground music when they study.

Let me hear it!



Tactile or Kinesthetic Learners

Prefer touch as their primary mode for

ta%ing in information.(n traditional lecture situations, theyshould write out important facts.

Create study sheets connected to vivide)amples.

*ole+playing can help them learn andremem!er important ideas.

Let me touch it!

%ay, (get itnow.



Chapter -alues and Ethical "ehavior



Utilitarian Theory

One must act to achieve the greatest good f

the greatest number.

+ (t puts pu!lic good over private good.

+ Possi!le harmful to minorities and individuals,sacri#ced for the maority.

+ /he ends ustify the means 0it is not important 2

you get the end result3.+ /he purpose of morality is to ma%e the world a !ettplace.

+ 2e should do whatever will !ring the most !ene#t all of humanity.



Theory of Rights

• /he Theory of Rights asserts that all

individuals have certain !asic rights thatare de#ned !y society and these rightsmust !e respected in all situations,including wor%place.



Theory of Rights

/he *ights are4

/he *ight of Free 5pproval

/he *ight of Privacy

/he *ight to Freedom of Conscience

/he *ight to Free Speech and Freedom oE)pression



Theory of Justice

• /he Theory of Justice re6uires that all

decision ma%ers are guided !y fairness,and neutrality, if their actions are to !econsidered ethical.



Chapter 7Smart 8oals



Setting SART !oals

•

8oal setting is a powerful process for thin%inyour company9s future, and motivates and dyou to reali:e the company9s goal.

• /he process of setting goals gives you and thcompany a direction.



A S"eci#c !oal usuallyAns$er the % &'( )uestions

'hat* 2hat do ( want to accomplish;

'hy* Speci#c reasons, purpose or !ene#ts ofaccomplishing the goal.

'ho* 2ho is involved;

'here* (dentify a location.

'hich* (dentify re6uirements and constraints• Stresses need for speci#c goal over a more genera

one.

• /he goal is clear and unam!iguous. <ou must tellyour team e)actly what is e)pected, why is itimportant, who9s involved, where is it going to

happen and which attri!utes are important.



A easurable !oal usuallyAns$er the )uestions Such As

+o$ much;

+o$ many;

+o$ will ( %now when it is accomplished;

• Stresses need for concrete criteria for measuring progreattainment of goal.

• (f a goal is not measura!le, it is not possi!le to %now whteam is ma%ing progress toward successful completion.'easuring progress helps a team stay on trac% and spurreach the ultimate goal.



An Attainable !oal usuallyAns$er the )uestion

+o$ can the goal !e accomplished;

• Stresses importance of goals, realistic and attaina!le. 5tgoal may stretch a team in order to achieve it, !ut is note)treme.

•

5ttaina!le 8oals are neither out of reach nor consideredmeaningless.



A Relevant !oal can Ans$er&,es( to these )uestions

• -oes this seem worthwhile;

• s this the right time;

• -oes this match our other e&orts=needs;

• Are you the right person;

• s this accepta!le for correction;

• 5 !an% manager>s goal to /ma0e %1 sand$ichin 2% mins3 may !e speci#c, measura!le,attaina!le, and time+!ound, !ut lac%s relevance.

• 8oals relevant to your !oss, your team, yourorgani:ation will receive needed support.



A Time4bound !oal usuallyAns$er the )uestion

•

'hen5• 2hat can ( do si6 months from now;

• 2hat can ( do si6 $ee0s from now;

• 2hat can ( do today;

• 8round goals within a time frame ? target date.

• 5 commitment to a deadline helps a team focus their ecompletion on or before the due date.

• 5 time+!ound goal is intended to esta!lish a sense of u



Chapter @Cover Letter



+o$ To 'rite A 7over LetterRules

8ive enough information to interest thereader,

don9t overwhelm.

*esearch the company. 5ddress the letter toa

speci#c person.



+o$ To 'rite A 7over LetterRules

5nswer an ad if you have B of the s%illsor !ac%ground that the adre6uires.

'ention the person who referred you ifappropriate.



+o$ To 'rite A 7over Letter7ontents

<our address, city, state, postcode,

telephone num!er, email address

Date

ame, title, company, address, city, state,

? postcode of person you are writing to




!reeting

8aragra"h 2

2hat you want 0your intention3

ow you %now a!out the organi:ation

'ention enclosure of your resume

8aragra"h 9

Concise overview of wor% history and s%ills

that will help you perform the o!




8aragra"h :

State con#dence in your a!ility

8ive information on how you can !e contacted

8aragra"h ;

•

E)press appreciation

7losing 4 signature, typed name



Chapter AaPurpose of 'eeting



/he Purpose of 'eetings

•

'eetings are an important organi:ational tool ascan !e used to4

Pool and develop ideas

Plan

Solve pro!lems

'a%e decisions Create and develop understanding

Encourage enthusiasm and initiative

Provide a sense of direction

Create a common purpose



/he Purpose of 'eetings

•

2hile meetings may di&er in si:e, content andapproach, e&ective meetings have the followingcommon elements4

1. 5 distinctive purpose or aim

. Hse of e&ective communication

G. 5 controlled situation



Chapter 1BHnderstanding Leadership Styles



Hnderstanding Leadership Style

• /here are G 'ain LeadershipStyles4

o5uthoritarian or 5utocratic

oParticipative or DemocraticoDelegative or Free *eign

Hnderstanding Leadership Styles




5uthoritarian 05utocratic3 /ypicalScenario

Leader tells employees what he=she wants done and how he=she wantsit done without getting the advice

of her followers.5ppropriate conditions to use this

style is when +•you have all the information tosolve the pro!lem

•you are short on time•your employees are well motivated




5uthoritarian 05utocratic3

/his is what many perceive as5uthoritarian Style

Some people tend to thin% ofthis style as a vehicle foryellingI using demeaning

languageI leading !y threatsand a!using their power.

This is not the authoritarianstyle... rather it is an abusive,unprofessional style called

‘bossing people around’.





5uthoritarian 05utocratic3

2hen do you use 5uthoritarian StyleoHsed it on rare occasions when

• o!s are repetitive

• situation is a new environment for thesu!ordinate

• proect time constraint

• when you truly %now !est





Participative 0Democratic3 /ypical Scenario

/his type of style involves the leader including on

or more employees in the decision ma%ing proce0determining what to do and how to do it3. owethe leader maintains the #nal decision ma%ingauthority.

Hsing this style is not a sign of wea%ness, rather a sign of strength that your employees will respe





Participative 0Democratic3

2hen do you use

Participative Style

/his is normally used when you have part of theinformation and your employees have other parts

5 leader is not e)pected to %now everything, this why you employ %nowledgea!le and s%illfulemployees.

• Hsing this style is of mutual !ene#t.• Su!ordinates !ecome part of the team

0they feel important, useful and ma%e contri!utio• 5llows you to ma%e !etter decisions.





Delegative 0Free *eign3

/ypical scenario /he leader allows the employees to ma%e

the decision. owever, the leader is stillresponsi!le for the decisions that are mad

/his is used when employees are a!le toanaly:e the situation and determine whatneeds to !e done and how to do it.





Delegative 0Free *eign3

<ou cannot do everythingJ <ou must set uppriority and delegate certain tas%s.

/his is not a style to use so that you can!lame others when things go wrong, rather

this is a style to !e used when you have thefull trust and con#dence in the people !elowyou.

Do not !e afraid to use it, however, use itwiselyJ

Also known as Laissez-faire, which is the noninterference in the aairs of others.



Chapter 1 /ime management



Time anagement

'hat is 8rocrastination

• Procrastination is theprocess of putting o&doing something until thelast minute. 5n e)ample

of procrastination is notwor%ing on a proect at alluntil the day !efore it isdue.

Ti



Time anagement

<eating 8rocrastination

• /he %ey to controlling and ultimately combating thi

destructive ha!it is to

o recogni=e when you start procrastinatingI

o understand $hy it ha""ens 0even to the !est of us

o ta0e active ste"s to !etter manage your time andoutcomes.

• Sometimes this is simply !ecause they don>t understand

the di&erence !etween urgent tas0s and im"ortanttas0s,

o and ump straight into getting on $ith urgent tas0that aren>t actually im"ortant.



Time anagement

7auses of 8rocrastination

• 2aiting for the 3right3 mood or the 3right3 timeto tac%le the important tas% at hand.

• 5 fear of failure or success.

• Hnderdeveloped decision ma0ing s0ills.

• Poor organi=ational s0ills.• 8erfectionism 0K( don>t have the right s%ills or

resources to do this perfectly now, so ( won>t do ityet or at all.K3.



Time anagement

+o$ to Overcome 8rocrastination

• Ste" 2* Recogni=e that you>re 8rocrastinating

o "ut to !e sure, you #rst need to ma0e sure you0no$ your "riorities. 8utting o? anunim"ortant tas0 isn>t "rocrastination, it>spro!a!ly good prioriti:ation.

• Ste" 9* 'or0 out '+, ,ou>re 8rocrastinating

o "ut it>s important to understand what the reasonsfor procrastination are for each situation, so thatyou can select the !est approach for overcomingyour reluctance to get going.



Time anagement

+o$ to Overcome 8rocrastination

• Ste" :* &!et t Over 'ith(

o (f you are putting something o& !ecauseyou ust don>t want to do it, and youreally can>t delegate the wor% to

someone else, you need to #nd $aysof motivating yourself to getmoving.



Chapter 11@ Essential !ehaviours of leader

The Leader&s @ ssential <ehaviors



e eade s sse a e a o sby <ossidy B 7haran

1. now your people and your

!usiness. (nsist on realism

G. Set clear goals and priorities

M. Follow through

. *eward the doers7. E)pand people>s capa!ilities

@. now yourself

The Leader&s @ ssential<ehaviors



<ehaviors

2. Kno$ your 8eo"le

and your <usiness

• Leaders have to live theirbusinesses. (n companieswhere leaders do not e)ecute,the leaders are usually out oftouch with the day+to+dayrealities

• Leaders have to !e close tothe action. (f they aren>tengaged with the !usiness,they will not %now theirorgani:ations comprehensively,and their people don>t really%now them.




2. Kno$ your 8eo"le

and your business

•

Leaders who are connected withthe !usiness have re#ned thechallenges facing the !usiness. /hey !rea%down the challengesinto half do:en or fewerfundamental issues.

•

"eing present allows a leader, toconnect "ersonally $ith their"eo"le. Personal connections helpyou !uild your intuitive feel for the!usiness as well as for the peoplerunning the !usiness.




9. nsist on Realism

• Realism is the heart ofe6ecution. 2as it realistic forPanasonic to ac6uire a !unchof healthcare !usinesses itdidn>t %now how to run; /herecord shows it wasn>t.

• +o$ do you ma0e realism

a "riority5 <ou start !y !eingrealistic yourself. /hen youma%e sure realism is thegoal of all dialogues in theorgani:ation.




:. Set 7lear !oalsand 8riorities

•

Leaders who e)ecute, focus onvery fe$ clear "riorities thateveryone can grasp.

• A fe$ clearly realistic goalsand "riorities, will !e enoughto inCuence the overall

"erformance of the company.

• Lucent Technologies‘ !ain goal in"##" is to survive until de!and forits products co!es back. Lucent$s%rst priority is to conserve cash byselling o non-core businesses.




The Leader s @ ssential <ehaviors

:. Set 7lear !oals and 8riorities

• 5long with having clear goals, you

should strive for sim"licity in general.ne thing you>ll notice a!out leaders whoe)ecute is that they s"ea0 sim"ly anddirectly.

• /hey tal% "lainly and forthrightlya!out what>s on their minds.

• /hey %now how to sim"lify things sothat others can understand themDevaluate themD and act on them, sothat what they say !ecomes commonsense.




;. Eollo$4Through• Clear, simple goals don>t meanmuch if no!ody ta%es them

seriously. /he failure to follo$through is widespread in!usiness, and a maFor cause of"oor e6ecution.

• Example& 'ow !any !eetingshave you attended where peopleleft without rm conclusionsabout who would do what andwhen(

–)verybody !ay have agreed theidea was good, but since nobodywas named accountable forresults it doesn$t get done.




%. Re$ard the -oers•(f you want people to "roduces"eci#c resultsD you re$ard them

accordingly.o'any corporations do such a "oor

Fob of lin0ing re$ards to"erformance that there>s littlecorrelation at all.

o /hey don>t distinguish !etweenthose $ho achieve results andthose $ho don>t.

•5 good leader ensures that theorgani:ation ma0es thesedistinctions and that they !ecome away of life.

The Leader&s @ ssential<ehaviors



<ehaviors

G. 6"and 8eo"le>s7a"abilities

•

5s a leader, you>ve ac6uireda lot of 0no$ledge ande6"erience 4 even$isdom + along the way.

• ne of the most importantparts of your o! is "assing

it on to the ne6tgeneration of leaders.

• 7oaching is the single mostimportant part ofe6"anding other>sca"abilities.




G. 6"and 8eo"le>s

7a"abilities• Coaching + the di?erencebet$een giving orders and teaching "eo"le how to getthings done. 8ood leadersregard every encounter as anopportunity to coach.

*Give a man a sh, and you'llfeed him for a day, teach a manhow to sh, and you'll feed himfor a lifetime.*

The Leader‘s Essential!ehaviors



@. Kno$ ,ourself •2ithout Nmotional EortitudeO0or Emotional Courage3 + <Hcan>t !e honest with yourself, ordeal honestly $ith businessand organi=ational realitiesDor give "eo"le forthrightassessments.

• <H can>t tolerate the diversityof vie$ "ointsD mentalarchitecturesD and "ersonalbac0grounds that organi:ationsneed in their mem!ers in order toavoid !ecoming in+grown.

!ehaviors




@. Kno$ ,ourself

• 5 solid, long+term leader has an

ethical frame of reference thatgives her the "o$er and energy tocarry out even the most diHcultassignment.

• She never $avers from $hat shethin0s is right. /his characteristic is!eyond honesty or !eyond integrity,!eyond treating people with dignity.

t>s a business leadershi" ethic.



+o$ To 7onductA Successful eeting

7onducting a Successfu



7onducting a Successfueetin

• Decide on the aim + this should !e donas precisely as possi!le and understoo!y everyone present at the meeting.

/he goal of the meeting should !eclearly de#ned and progress towardsachieving the aim should !e measured





• /he chair=manager should consider theresources availa!le and how theresources can !est !e used.

• /ry to anticipate any li%ely o!stacles andiculties and consider how they may!e overcome.





• Develop a plan for getting the meetingfrom its starting point to its desired goaas e&ectively as possi!le.

• Each mem!er should !e informed of and

thin% a!out the purpose and aim of themeeting in advance. /his will help to geta common understanding of the tas%esta!lished as 6uic%ly as possi!le.




geetin

• 5nticipate the course of discussion.

• 8ather information and references.

• Decide on which topics and points to !eraised and prepare a plan to have thesviews and opinions put across.




geetin

•Esta!lish ground rules andresponsi!ilities.

• 'a%e sure there has !een properadministrative arrangements4 rightpeople to attend, selecting convenienttime, date and place.

Admired Leaders

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