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10 Leadership Tools
The document provides an overview of 10 tools to help develop leadership skills. It covers leadership styles, powers, charisma, leading change, teams, motivation, negotiations, and communication. On leadership styles, it discusses adapting styles to situations using the Situational Leadership Model. On powers, it outlines the 5 bases of power from French and Raven. On charisma, it defines the term and lists elements and building blocks of charisma. The remaining sections provide frameworks for leading change, teams, motivation, negotiations, and powerful communication principles.
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10 Leadership Tools
- 1. 10 TOOLS TO HELPYOU HONE YOUR LEADERSHIP SKILLS
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- 3. THE NEED TOADAPT STYLES Every manager tends to have a preferred leadership style, but for real effectiveness it is necessary for leaders to shift leadership styles according to circumstances. Hersey & Blanchard's Situational Leadership Model sets up : ● a contingency approach to leadership ● that matches leadership style to situation ● and the readiness of the followers. Sources : Business Development UK & Insights On Leadership Influence Behaviors
- 4. LEADERSHIP STYLES No leadershipstyle is right or wrong, but only contingent to the situation. Effective leaders are versatile, i.e. they are able to move around the matrix in accordance with the situation. Influence Behaviors
- 5. CONTINGENCY MADE SIMPLE Appropriateleadership behavior is dependent on the situation (contingency). Leaders should take into consideration several factors before choosing a specific leadership style appropriate for the group, including : 1) The type of task. 2) How well group members work together. 3) How well group members work with the leader. 4) The maturity level or readiness of the followers.
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- 7. THE NEED FORDIFFERENT POWERS When leading your team or organization, the secret to getting superior results lies in the ability to “marshal different sources of influence” (Joseph Grenny), or sources of power. Leading by using only Position Power Leading by mobilizing several sources of power
- 8. 5 BASES OFPOWER French & Raven
- 9. 5 BASES OFPOWER French & Raven Coercive Power : comes from the belief that a person can punish others for noncompliance. Referent Power : is the result of a person's perceived attractiveness, worthiness, and right to respect from others. Expert Power : is based on a person's superior skill and knowledge. Legitimate Power : comes from the belief that a person has the formal right to make demands, and to expect compliance and obedience from others. Reward Power : results from one person's ability to compensate another for compliance.
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- 11. WHAT IS CHARISMA ? “toaffect and influence others at a deep emotional level, to communicate effectively with them, and to make strong interpersonal connections.” Ronald Riggio, The Charisma Quotient. CHARISMA is a set of social skills enabling an individual (the leader)
- 12. THE NEED FORCHARISMA Charisma is an individual competency of the leader, a form of influential power, and interpersonal attraction that inspires support and acceptance. CHARISMA ● Trustworthiness ● Influence ● Natural authority ● Presence ● Warmth ● Power LEAD INPUT OUTPUT
- 13. 3 ELEMENTS OFCHARISMA PRESENCE ● Focus (100% present) ● Active listening ● Assertiveness WARMTH POWER ● Show respect ● Show you care ● Positivity ● Enthusiasm ● Your special skills as a source of power ● Master your body language ● Make eye contact ● Vocal intonation Adapted from Dan Schawbel
- 14. 6 BUILDING BLOCKSOF CHARISMA Adapted from Ronald Riggio, The Charisma Quotient EMOTIONAL EXPRESSIVENESS EMOTIONAL SENSITIVITY EMOTIONAL CONTROL SOCIAL EXPRESSIVENESS SOCIAL SENSITIVITY SOCIAL CONTROL
- 15. 6 BUILDING BLOCKSIN DETAIL Adapted from Ronald Riggio, The Charisma Quotient EMOTIONAL EXPRESSIVENESS EMOTIONAL SENSITIVITY EMOTIONAL CONTROL SOCIAL EXPRESSIVENESS SOCIAL SENSITIVITY SOCIAL CONTROL Expressing your feelings spontaneously and genuinely will allow you to affect the moods and emotions of others. The ability to fit in with all sorts of people. Skill in reading and interpreting social situations, being able to listen to others, and be "in tune" with them. Verbal communication skill and the ability to engage others in social interaction. The ability to control and regulate your emotional displays. The ability to read others' emotions, and make an emotional connection by responding to their feelings.
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- 17. BUILDING SUCCESSFUL CHANGE 1 Createa sense of urgency 8 Institute Change 2 Build a guiding coalition 3 Form a strategic vision and initiatives 4 Enlist a volunteer army 5 Enable action by removing barriers 6 Generate Short-term Wins 7 Sustain Acceleration KOTTER'S 8-STEP CHANGE PROCESS Source : Kotter International
- 18. MANAGING COMPLEX CHANGE Adaptedfrom Knoster, Villa, & Thousand (2000), A Framework for Thinking About Systems Change.
- 19. PERSONAL CHANGE Source : Businessballs Fisher’sPersonal Transition Curve , 2012
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- 21. TEAM BUILDING PROCESS Tuckman'sTeam & Group Development Model - Little agreement - Unclear purpose - Guidance and Direction from the Leader Forming - Conflict - Increased clarity of purpose - Power struggles - Coaching Storming - Agreement and consensus - Clear roles and Responsibility - Facilitation Norming - Clear vision and purpose - Focus on goal achievement - Delegation Performing - Task completion - Good feeling about achievements - Recognition Adjourning
- 22. TEAM LEADERSHIP STYLES Source : AustralianLeadership Foundation
- 23. LEADERSHIP COMMUNICATION VISION PLAN DELEGATE COACH MOTIVATE Visualizing andverbalizing the message. Describing the steps the organization needs to take to fulfill the vision. Defining individual roles and team responsibilities. Advising, counseling, and listening. Recognizing the contributions of others. Leadership Process Communication Action
- 24. 5 DYSFUNCTIONS OFA TEAM THE ROLE OF THE LEADER Patrick Lencioni's Model Build trust
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- 26. THE MOTIVATIONAL LEADER INSPIRING (Visionand Sensemaking) ● Communicating thoroughly on vision and strategy. ● Helping people see how their work fits. ● Providing team with sense of purpose. ● Being a sound advisor & building credibility through in- depth knowledge. ● Being a problem-solver and creating solutions. MANAGING MOTIVATION TRIGGERS ● Deep understanding of motivation at work. ● Enthusiasm, a positive mindset, and self-motivation. ● Motivating others to high performance. ● Energizing others to go the extra mile. LEADING BY EXAMPLE (Role Modeling) ● Modeling core values. ● Building trust. ● Displaying high integrity and honesty. ● Acting consistently and following through on promises. ● Promoting cooperation in the work group.
- 27. MOTIVATION TRIGGERS Managing effectivelythese factors will create motivation. Sources of MOTIVATION Autonomy Suitable Delegation Influence on Decision-Making Quality of workplace relationships Career opportunities Salary, Coms & Bens Working conditions & well-being Communicating on Strategy SMART goals Cooperation and Social Support Hierarchical Support Trust in the workplace Skills development Organizational Justice & Equity Recognition
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- 29. NEGOTIATION SKILLS Negotiation ispart of (organizational) life. Leading a team, a department or an organization requires to develop astute negociation skills, to deal with difficult people or situations. “In business as in life, you don't get what you deserve, you get what you negotiate.” Chester L. Karrass
- 30. NEGOTIATION PROCESS PREPARE DISCUSS PROPOSEBARGAIN AGREE AGREEMENT : ● Finalizingthe deal ● Formulating an agreement ● Securing implementation PREPARATION : ● Fact finding, exploration ● Preparation and planning DISCUSSION : ● Information sharing ● Definition of ground rules ● Building understanding PROPOSITION : ● Negotiation strategies ● Clarification and justification BARGAINING : ● Getting and making concessions ● Problem solving ● Overcoming resistance ● Moving towards an agreement
- 31. NEGOTIATION PROCESS ● Knowthe actors - Assess objectives, yours and theirs. ● Decide on areas of possible flexibility. ● Plan approach and sequence of events. PREPARE DISCUSS PROPOSE AGREE BARGAIN ● Exchange positions and issues. ● Create a constructive working climate. ● Listen carefully, and question thoroughly. ● Specify what you want. ● Seek compromise – Get a win/win if possible. ● Remember optimum and fallback positions. ● Solve problems and overcome resistance. ● Don't concede without exchanging. ● Reiterate the value of your solution. ● Formulate an agreement. ● Secure implementation. ● Review your negotiating experience.
- 32. NEGOTIATION STYLES IMPORTANCE OFRELATIONSHIP IMPORTANCE OF OUTCOME Split the difference Selecting a strategy depends on 2 basic concerns
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- 34. MINDSET PERFORMANCE LOOP Source :Shane Cradock, How To Change Your Mindset.
- 35. 8 MINDSETS FORSUCCESS GROWTH MINDSET ABUNDANCE MENTALITY POSITIVE THINKING SOLUTION ORIENTED PROACTIVE MINDSET OPTIMAL THINKING AGILE THINKING REGRET MINIMIZA TION Source : Upgrade your mindset to the superhuman version, Blaz Kos.
- 36. 8 MINDSETS FORSUCCESS 1/2 Source : Upgrade Your Mindset To The Superhuman Version, Blaz Kos.
- 37. 8 MINDSETS FORSUCCESS Source : Upgrade Your Mindset To The Superhuman Version, Blaz Kos. 2/2
- 38. GUIDING BEHAVIOR CHANGE Sources :Grindley & Prochaska Create awareness Change values & beliefs Persuade and motivate Educate Facilitate action Reinforce changes
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- 40. 6 PRINCIPLES OFPERSUASION RECIPROCITY SCARCITY AUTHORITY CONSISTENCY LIKING CONSENSUS Adapted from Robert Cialdini, Influence At Work The key to using the principle of reciprocation is to be the first to give and to ensure that what you give is personalized and unexpected. Point out what is unique about your proposition and what they stand to lose if they fail to consider your proposal. People follow the lead of credible knowledgeable experts People like to be consistent with the things they have previously said or done. Consistency is activated by looking for and asking for small initial commitments that can be made. According to pursuasion science we like people who are similar to us, we like people who pay us compliments and we like people who cooperate with us towards mutual goals. When uncertain, people will look to the actions and behaviors of others to determine their own. Just point to what many others are already doing or thinking especially many similar others.
- 41. MONROE'S MOTIVATED SEQUENCE Source :Understanding Persuasion, Tools4Management. HOOK NEED SOLUTION VISUALIZATION ACTION Engage attention Narrate problems Offer the easiest way out Create a startling picture of the situation Repeat the steps and motivate to act The Attention Step: State clearly your purpose and let the audience know what to expect from the speech. The Need Step: You need to show that the problem exists in the lives of your audience. The Solution Step: involves deriving a reasonable plan that can actually solve problem. The Visualization Step: requires creation of a visual image of audience acting towards a specific response. The Action Step: repeat the need, visualization steps, satisfaction, and thereby directing them to act. Call to action.
- 42. How to gainengagement Employee Engagement Pyramid, Melcrum (2006) MELCRUM'S ENGAGEMENT MODEL I AM COMMITTED TO ACT I BELIEVE I UNDERSTAND THE MESSAGE I AM AWARE OF THE MESSAGE Employees are familiar with the strategy and how it helps the company meet its objectives. Employees learn the reasons behind the company's objectives and begin to understand their role in making the company successful. Employees subscribe to the values and objectives of the company in the project being developed. Employees believe the company meets their needs. They buy in and are willing to help the company meet its objectives. Communicate thoroughly at every stage Explain Adapte arguments to different audiences Convince Provide powerful data Communicate on short- term wins Trigger action Call to action and lean on a volunteer coalition LEADERSHIP ACTIONSEMPLOYEES' BEHAVIORS
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- 44. SUSTAINABLE LEADERSHIP Leadership isnot a sprint, it is a marathon. Sustainable leadership requires to renew ressources as important inputs are regularly thrown into the process. Effective Leadership Process Leadership Outputs INPUTS TO BE RENEWED Desired Outcomes
- 45. ALL A MATTEROF INPUTS Diamond of Leadership Resources Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES No input, no output. Renewing quality inputs and revitalizing resources enables to prevent : ● Burnout ; ● Obsolescence ; ● Performance fails ; ● Deficient outcomes.
- 46. LIFELONG LEARNING ● Growth Mindset(vs fixed mindset). ● Learning to learn. ● Seizing every opportunity lo learn (formal or informal learning). ● Taking advantage of online education (Moocs, webinars, podcasts, elearning nuggets ...) ● Joining a community of learners... Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES “Continuous learning is the minimum requirement for success in any field.” Brian Tracy.
- 47. CONTINUOUS IMPROVEMENT ● Applying the4 stages of PDCA to improve every domain, comprising self-management. ● Importance of goal-setting and action plans (+ evaluation). ● Seeking challenges and actualizing one's potential by getting out of the comfort zone. ● Capitalizing and thriving on feedback. “Be relentless in the quest for improvement and continuous self-renewal.” Stephen R. Covey. Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES
- 48. PERSONAL RESOURCES ● Developing self-awarenessand emotional intelligence. ● Managing motivation. ● Managing stress. ● Managing time and priorities. ● Managing energy (opportunities to resource oneself, performance rituals, healthy life habits). ● Developing coping and resilience skills. “All leadership begins with self-leadership.” Jim Cathcart. Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES
- 49. Resourceful Network Lifelong Learning Continuous Improvement Personal Resources LEADERSHIP RESOURCES A RESOURCEFUL NETWORK ● Developingsocial intelligence & social skills. ● Developing other leaders you can count on and delegate to. ● Making connections and joining networks (afterworks, professional club, community of practice …) ● Solliciting external ressources : experts & counselors, different partnerships, mentors & helpers, schools ... “No man is an island.” John Donne.
- 50. “IF YOUR ACTIONS INSPIREOTHERS TO DREAM MORE, LEARN MORE, DO MORE AND BECOME MORE, YOU ARE A LEADER.”
- 51. ● Tools 4 Management(link). ● Mind Tools (link). ● Bookboon (link). ● Leadership Illustrated (link). ● Charisma Made Simple (link). ● Getting Results (link).