Leadership Development

• 1. LEADERSHIP DEVELOPMENT PROGRAMTHE LEADER IN MEWe are what we repeatedly do. Excellence is not an act, but a habit. - Aristotle By: [email protected]

2. By: [email protected] 3. Presentation objectiveCreate a vision a common groundAppreciative inquiry Key factors of leadershipBe an action oriented leader not a preaching one By: [email protected] 4. Creating a visionBy: [email protected] Be the change you want to see in the world - Gandhi 5. Appreciative Inquiry GLADBADSADDiscoveryidentifying existing strengths Dreamingdescribing the best possible future imaginable Designinga plan for changeDestinyimplementing the plan to realise the dreamThe ageless essence of leadership is to create an alignment of strengths in ways that make a systems weaknesses irrelevant. Peter Drucker By: [email protected] 6. Intentional Change Discerning your ideal selfDiscovering your real self Identify in your strengths and gapsExperimenting and practicingCrafting your Learning agendaBy: [email protected] 7. Blake and Moutons Managerial Grid Managerial Grid HighConcern for people9(1,9)(9,9)8 Team Leader 7Country club6 5(5,5)4 Authoritarian 3Impoverished2 1(1,1)Low1(9,1) 23456Concern for ProductionBy: [email protected] 8. Most organizations "and communities are over managed and under led.Steven Coveyleadership is about what you do, not what you knowBy: [email protected] 9. that make you feel appreciated? that made you feel appreciated? that taught you something worthwhile?Leadership defined The skill of influencing people to work enthusiastically toward goals identified as being for the common good. By: [email protected] 10. Leadership Imperative Before you decide to lead others, lead yourself first GREAT LEADERSHIPENGAGEMENTRESULTS By: [email protected] 11. 5 Practices of Exemplary LeadershipVISIONINGMODEL THE WAYCHALLENGE THE PROCESSENABLE OTHERS ENCOURAGE THE TO ACT By: [email protected] HEART 12. Inspire a shared VisionEnvision the future forward looking Enlist others in the common visionBy: [email protected] 13. Model the wayClarify your personal values Set the example Do what you say you will do Clarify organisational values Clarify personal valuesIt is easier to develop your strengths than to develop your By: [email protected] weaknesses 14. Challenge the Process Search for opportunities to innovate and improve Experiment and take risks learn from mistakesBy: [email protected] 15. Enable others to actFoster collaboration Strengthen others by sharing powersBy: [email protected] 16. People who feel any Negative emotionsPeople who feel key positive emotionsEngaged EngagedPartial PartialDisengagedBy: [email protected] 17. 3 emotions that drive disengagement Bored Apathetic Disinterested 10%1% AnxiousUncomfortable 10%Irritated 12%VulnerableInsulted Manipulated Intimidated By: [email protected] 18. The power of positive emotions InspiredValuedEnthusiasticEmpowered Confident By: [email protected] Engagement 19. 1. Create a Culture that encourages engagement2. Measure employee engagement3. Develop action plans that develop Employee engagementCustomer Experience Market leadershipEmployee Engagement4. Hold people accountable for building engagement5. Reward those who demonstrate progress in building engagement By: [email protected] 20. CredibilityTRUSTFairnessRelationship with other employeesRespectRelationship With MgmtEmployeeRelationship with your jobCamaraderiePride By: [email protected] 21. InspiringThanking HiringCaringCelebratingTRUSTDeveloping Sharing Listening Work together as a team/ familySpeaking Give their Personal BestBy: [email protected] 22. Encourage the heartRecognize contribution Celebrate the values and victoriesBy: [email protected] 23. Global employee caseCompanies lose $350 billion a year because of employee disengagement (World wide)Seven out of ten employees are not fully engaged in the workplaceThey exhibit negative behaviors and undermine the accomplishments of their coworkersDecreased output and a rise in accidents, absenteeism and staff turnover.These employees can carry their discontent outside, damaging the organizations reputation with customers and potential future hiresSixty-nine percent of disengaged employees would move to a new employer for as little as a 5% pay increaseIt would take a 20% increase in salary to attract an engaged employeeTo recruit and train a replacement worker at 150% of salary, including lost productivity By: [email protected] 24. Leadership communication Stop talking, Listen Hold Your Judgments Create a Space Don't Be a Label Reader Open Your Mind Dont Mind read During a presentationFocus Visualize Remember Names Questions Be AwareCommunication 7%Exceptional Communicators 20%40% 50%80%28%10%65% Visual Words TonalityNVC Tonality WordsBy: One kind word can [email protected] three monthsSpeakers Listeners 25. Mental Maps of Others Visuals bright bird's eye view catch a glimpse clear colorful envisage flash focus hazy highlight horizon illustrate in light of look make a scene notice observe perceive perspectiveAuditoriesKinestheticask call on discuss express hear inquire loud listen mention noisy outspoken quiet pronounce ring say sound speak talk By: [email protected] tellaffect boils down to burning clumsy concern dull euphoric feel firm grab handle hard hit impress intuit know pressure relax rough 26. Management by Leadership - Jack Welch LEAD MORE, MANAGE LESS 1. 2. 3. 4. 5.Lead Manage less Articulate your vision Simplify Get less formal6. 7. 8. 9. 10.Energize others Face reality See change as an opportunity Get good ideas from everywhere Follow upBUILD A WINNING ORGANIZATION 11. 12. 13. 14. 15.Get rid of bureaucracy Eliminate boundaries Put values first Cultivate leaders Create learning cultureHARNESS YOUR PEOPLE 16. 17. 18. 19. 20.Involve everyone Make everybody a team player Stretch Instill confidence Make business funBUILD THE MARKET-LEADING COMPANY 21. Be number 1 or number 2 22. Live quality 23. Constantly focus on innovation24. Live speed 25. Behave like a small companyBy: [email protected] 27. Leadership stylesBy: [email protected] 28. Knowledge is having the right answer. Intelligence is asking the right questionA giant ship engine that failed could not be repaired, even by the best experts. Fed up the owners called an old man who had many years of experience.The old man came and saw around the ship. He observed and gently tapped something, and the engine started. After some working days the owners received a bill of Rs 10,000/-. The owners were angry because he had hardly done anything and asked for an itemized bill. The old man sent it; Rs 2 for tapping and Rs 9998/- for knowing where to tap. By: [email protected] 29. Reference books on Leadership Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim CollinsThe Mission, The Men, and Me: Lessons from a Former Delta Force Commander by Pete Blaber Once An Eagle by Anton Myrer Jack: Straight from the Gut by Jack Welch How to Win Friends & Influence People by Dale Carnegie Lateral Thinking: Creativity Step by Step (Perennial Library) by Edward De Bono The One Minute Manager by Ken Blanchard The Art of War by Sun Tzu (5th century B.C.) Silent Leadership by David RockPrimal Leadership by Daniel GolemanBy: [email protected] 30. By: [email protected] 31. By: [email protected] 32. Dont supervise. Superlead your team to a winning performance By: [email protected]