© FranklinCovey. Leadership in Transformational Times Martine Couder 14 januari 2013
Leadership in transformational times 2013
May 12, 2015
Leadership in transformational times means that leaders are faced with a number of dilemmas: How do I balance between trust and control? How do I clarify my vision and unleash the talents and potential of my team? How do I manage on results when I rarely see my employees?
During this session we discover and explore the principles, mindsets and skills that will help leaders/managers "lead talent in transformational times".
These insights are based on the bestseller management books of the FranklinCovey Institute: “The Seven Habits of Highly Effective People,” “The 8th Habit, From Effectiveness to Greatness”, and “The Speed of Trust.”
During this session we discover and explore the principles, mindsets and skills that will help leaders/managers "lead talent in transformational times".
These insights are based on the bestseller management books of the FranklinCovey Institute: “The Seven Habits of Highly Effective People,” “The 8th Habit, From Effectiveness to Greatness”, and “The Speed of Trust.”
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© FranklinCovey.
Leadershipin Transformational Times
Martine Couder
14 januari 2013
© FranklinCovey.
The Changing World
The Changing Workforce
The New Workforce in a New World
is Changing How We Work
Transformational Times
© FranklinCovey.
“Your competition can copy every advantage you'vegot — except one.
That's why the world's best companies are realizing
that no matter what business they're in, their real
business is building leaders.”Geoff Colvin
The Competitive Advantage
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To be successful in these turbulent times leaders – and all the people they lead – need to learn to deal with complexity, uncertainty and constant change.
This means that both leaders and employees must change – even evolve – their mindsets about their role within the organization, the way in which the work is organized, and the way the organization
functions.
The Leadership Challenge
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The 4 Essential Questions
How do I manage people from
(smart) trust?
How do I create a clear vision for my team and/or
company?
How do I unleash the full potential of my co-workers?
How do I streamline the different systems?
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Leadership
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Great Leaders
Great leaders have an almost perfect balance of character and capability.
And the best leadership competency models build both.
The capacity for personal
and inter-personal
effectivenes
The ability to achieve
sustainable results
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Levels of Leadership
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Personal Leadership
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Proactive Mindset
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Average manager:I live by default.
Effective Manager:I live by design.
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Current focus:I need to get my people more organized.
Effective focus:By organizing myself first, I can then model the behavior that I want my team to do.
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Current framework and tools:No planning, I just react to what ever comes along.
Better framework and tools:1. Contribution statement2. Weekly & Daily planning3. Minute Meeting Planner4. Project Management
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Team Leadership
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The Whole-Person Mindset
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The 4 Need Areas
Use me creatively
Reward me fairly
Treat me nicely
Let me make ameaningfulcontribution
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“Micro” manager:I’m the boss and people expect me to tell them what to do.
Effective Manager:I treat people with respect and we set clear expectations together so we all get much better outcomes.
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Current :I jump in and solve problems quickly.
Effective focus:I take time to understand the real issue by listening first and giving people candid feedback.
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Current framework and tools:One-way communication, I just react to what people are saying/doing.
Better framework and tools:1. Win-win agreements2. Feedback model3. Synergizing or the Third-
Alternative process
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Levels of engagement
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Organizational Leadership
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The Whole-Person ParadigmDrives What Great Leaders Do
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Inspire Trust: Build Personal Credibility
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Clarify Purpose: Create a Shared Vision
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Streamline the 4 Essential Systems
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Unleash Potential: the 3 Leadership Conversations
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Conclusion:
The 3 Building Blocks for
Authentic and Shared
Leadership
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Let Go to Grow
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Create a Culture of Trust
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See Leadership Development as a Strategic
Imperative Collective and shared leadership Continuous learning and
development process Structurally embedded in the
organization
“Leadership is not about filling a gap, but about igniting a field of inspired actions.” Otto
Scharmer
© FranklinCovey.
3 Questions for You
Question 1: What attributes/skills and qualities do the best leaders in your organization possess?
Question 2: When it comes to leadership, what skills and abilities do your leaders need to have to be great leaders?
Question 3: What gaps do you currently have in your leadership development program and are you doing anything to close them?
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Capture the GoldWhat were the most valuable insights for you
tonight?
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