Leadership skills

Helena Sharpstone

Leadership Skills

Session Outcomes

• Know when to lead and when to manage

• Uncover the key to managing relationships

• Lead change bravely

• Motivate those around you

Session Outcomes

• Know when to lead and when to manage

• Uncover the key to managing relationships

• Lead change bravely

• Motivate those around you

www.alistewartandco.com

The Central Mindset:

High Challenge & High Support

Head in the strategy – hands in the kitchen

sink

Four Key Tasks for Leaders

1. Define the meaningful outside

2. Decide what business you’re in

3. Balance present and future

4. Shape values and behaviour

Session Outcomes

• Know when to lead and when to manage

• Uncover the key to managing relationships

• Lead change bravely

• Motivate those around you

The Four Insights Colour Energies

On a good day…

Competitive

Demanding

Determined

Strong-willed Purposeful

Sociable

Dynamic

Demonstrative

Enthusiastic

Persuasive

Caring

Encouraging

Sharing

Patient

Relaxed

Cautious

Precise

Deliberate

Questioning

Formal

On a bad day…

Aggressive

Controlling

Driving

Overbearing Intolerant

Excitable

Frantic

Indiscreet

Flamboyant

Hasty

Docile

Bland

Plodding

Reliant

Stubborn

Stuffy

Indecisive

Suspicious

Cold

Reserved

The Four Insights Colour Energies

Colourful

Stresses… Lack of

control, being

make to look

stupid, following

Isolation,

indifference,

routine, lack of

communication

Fast change, fake

friendships, being

unable to help,

lack of practical

action

Doing

something

“well enough”,

being asked for a

ball park figure,

being rushed, no

space to think

The Four Insights Colour Energies

Colourful

Needs…

Be bright, be

brief, be gone Give choices

Involve me,

interaction,

keep it pacey

future focus

Wider benefits

no threats

build the

relationship

slowly

Detail, proof,

on paper,

in advance

No touching

The Four Insights Colour Energies

Session Outcomes

• Know when to lead and when to manage

• Uncover the key to managing relationships

• Lead change bravely

• Motivate those around you

Lead Change Bravely

• Test facts against assumptions

• Don’t let them stay on the side-lines – get involved

• Speak to others who seem to cope well with change

• Introduce more change in general

Accepting Change

• Level One: COMPLIANCE

• Level Two: IDENTIFICATION

• Level Three: INTRINSIC SATISFACTION

Leading Change Bravely

Adlai Stevenson said: “It’s hard to lead a

cavalry charge if you think you look

funny on a horse”

Session Outcomes

• Know when to lead and when to manage

• Uncover the key to managing relationships

• Lead change bravely

• Motivate those around you

22

23

Motivation Myths

1. You can motivate people

2. Good manners motivate

3. Motivational speeches are motivational

What really motivates?

Purpose

Autonomy Mastery

Session Outcomes

• Know when to lead and when to manage

• Uncover the key to managing relationships

• Lead change bravely

• Motivate those around you

Staying in touch

• www.sharpstoneskinner.co.uk - for free guides

• [email protected] - monthly emails with

leadership and team development hints and tips

• LinkedIn – to connect with us

Helena Sharpstone

Leadership Skills