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Effective Leadership
The document focuses on effective leadership in challenging times, emphasizing the importance of authenticity, engagement, and adapting to various situations. It outlines key questions for leaders to navigate, such as motivations for leading and ways to excite and engage followers. The text also discusses the shift from hierarchical leadership to relational leadership, highlighting the need for leaders to connect with their teams and inspire exceptional performance.
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Effective Leadership
- 1. Effective Leadership Making aworld of difference in challenging times
- 2. “The world wehave created is a product of our thinking; it cannot be changed without changing our thinking…” Albert Einstein
- 3. A snapshot ofchanging The world is the business at the beginning Concept 2 of 2008... Oceania 2009 Expectations are ...so what can we do about it?13 changing constantly
- 4. the agenda We willbe navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
- 5.
- 6. the challenge “There’s no growth in the comfort zone and no comfort in the growth zone”
- 7.
- 8. the logistics Summary Notes Group Discussion
- 9. THINK DO GET
- 10.
- 11. No-one anywhere really knowswhat the hell is going on… So we are all simply just making it up as we go along…
- 12. the agenda We willbe navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
- 13. Why do Iwant to lead?
- 14. my leadership challenges Key challenges Choose No. 1 Discuss responses ...Why is it so difficult to lead now?
- 15. my leadership challenges What is the greatest challenge in being a leader today?
- 16. What do Iwant from this working session? My outcomes
- 17. THINK DO GET
- 18.
- 19. PassIon What if I do not lead it?
- 20. A snapshot ofchanging The world is the business at the beginning Concept 2 of 2008... Oceania 2009 Transform or Die Can’t do it like we used 13
- 21. Ref: Prigogene 1977 dissipative structures Prigogene, 1977 O P ” E “ P A T IV IS S IP D
- 23.
- 24. IQ was King The Information Age is over
- 25. EQ is thenew Let’s get connected NOW ruling party
- 26.
- 27. THINK DO GET
- 28.
- 29. A snapshot ofchanging The world is the business at the beginning Concept 2 of 2008... Oceania 2009 Who’s on Top? Leadership is not hierarchical13
- 30. the agenda We willbe navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
- 31. the objective Why Should Anyone Be Led By YOU? What it takes to be an authentic leader
- 32. Professor Professor Rob Goffee Gareth Jones London Business School London Business School
- 33. your theme The C.A.S.E.for SIMPLIFYING COMPLEXITY
- 34.
- 35. the key ingredient I’m Excited! 35
- 36. the leadership definition Effective leadership EXCITES people to EXCEPTIONAL PERFORMANCE
- 37. the suggestion Have the COURAGE toINSPIRE daily
- 38. the next step Withyour buddies (3 to 4)… (around 4 minutes) 1. Tell them how you excite followers to exceptional performance 2. Your Buddies respond: “I’m EXCITED!”
- 39. one more challenge Extroverts Introverts
- 40. the difference Follower Perspective Authentic Leadership
- 41. the problem Too Much Emphasis on ‘Great’ Leaders, Rather Than Leadership Mahatma Gandhi Richard Branson Jack Welch Bill Gates There’s only one…
- 42. “The main bodyof leadership literature focuses on the characteristics of leaders. The underlying assumption is that leadership is something we do to other people... ...but in our view, leadership should be seen as something we do with other people. Leadership must always be viewed as a relationship between the leader and the led.” Rob Goffee & Gareth Jones
- 43. authentic leadership foundations Non-hierarchical Contextual Relational Position / title does not Situational sensing make a leader Action consistent Constant cultivation across roles Develop networks
- 44. Followers Anyone you needto excite to deliver exceptional performance
- 45. Who are your What are their needs? How well are you followers? meeting these? Making your CASE ...Who do you need to excite?
- 46. What do FollowersNeed?
- 47. the agenda We willbe navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
- 48. the followers’ needs Excitement Authenticity The need for passion Community The need to be real Significance The need for The need to build it meaning
- 49. Community 1. Have a Higher Purpose, a Mountain to scale 2. Connect people to it and each other
- 50. the findings Highest Correlation LeaderBehaviours & Engagement 1. Create a work environment (culture) that drives High Performance 2. Communicate honestly (authenticity) 3. Act in alignment with organisation’s core values 4. Link the organisation to a Higher Purpose (Source: BlessingWhite Global Employee Engagement Survey 2010/2011)
- 51. the suggestion The GoldenCircle WHY? HOW? WHAT? ...WHAT IF?
- 52. Family: most basicunit of a tRibe
- 54. Authenticity 1. Differentiate yourself through values, business and life experience. 2. Show allowable weaknesses.
- 55. The Findings % of Engaged who agree or strongly agree vs. Disengaged who agree or strongly agree (Source: BlessingWhite Global Employee Engagement Survey 2010/2011) My Manager… Engaged Vs. Disengaged Encourages me to use my 85% 37% talents Asks for and acts on my input 84% 42% Recognises and rewards my 88% 43% achievements
- 56. The Secret from Dr Brene Brown’s ‘The Gift of Imperfection’ … “Don't ask what the world needs, ask what makes you come alive and go and do it. Because what the world needs is people who have come alive” Howard Thurmann
- 57.
- 58. The Findings % of Engaged who agree or strongly agree vs. Disengaged who agree or strongly agree (Source: BlessingWhite Global Employee Engagement Survey 2010/2011) Engaged Vs. Disengaged I trust my manager 88% 48% I have a great working 87% 41% relationship with my manager I know my manager well as a 81% 23% person
- 59. The Suggestion 1. Share Life Experiences and link to Values 2. Show “Allowable Weaknesses”
- 60. The Next Steps With your buddies (3 to 4)… (around 4 minutes) 1. How do you? 2. How could you? …CREATE COMMUNITY …BE MORE AUTHENTIC “I’m EXCITED”
- 61. the agenda We willbe navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
- 62. Significance 1. Connect people’s efforts to the Higher Purpose or the mountain ascent. 2. Provide feedback that leverages each person’s talents (often compensating for your allowable weaknesses).
- 63. The Suggestion Upfront Positive Specific Examples Skills or Qualities Resulting Benefits
- 64. come in earlyas a partner LEARNING TO LEAD ...not late as a judge
- 65. leaRning paRtneRships intRibes
- 66. Excitement 1. Use celebrations and rituals to underscore achievements 2. Embody a passion that energises others through the promotion of innovation, urgency and accountability
- 67.
- 68. The Suggestion Excellent Develop Ideas Time Frame
- 69. The Next Steps With your buddies (3 to 4)… (around 4 minutes) 1. How do you? 2. How could you? …CREATE SIGNIFICANCE …CREATE EVEN MORE EXCITEMENT “I’m EXCITED”
- 70. The Essence Be YOURSELFmore… WITH SKILL
- 71. The Mantra “Be Me” Be YOURSELF more… WITH SKILL
- 72.
- 73. “Know thyself forthe truth shall set thee free”
- 74. Engage your strengthsand Express your Best partner to your weaknesses
- 75. The Life Lesson “Where shall we hide real power?”
- 76. The Life Lesson “We shall not cease from exploration, and the end of all our exploring will be to arrive where we started and know the place for the first time.” T. S. Eliot
- 77. The Summary Making Your… Community Authenticity Significance Excitement
- 78. The “One Thing” “The One Thing”
- 79. A snapshot ofchanging The world is the business at the beginning Concept 2 of 2008... Oceania 2009 We can only move ...so what do YOU commit to? 13 forward......
- 80. the agenda We willbe navigating these questions with you: 1. Why do you want to lead? 2. Why should anyone be led by you? 3. How are you exciting others to exceptional performance? 4. How are you partnering & learning across the business? 5. How are you adapting to different situations?
- 81. building trust early pace,pace, pace ....... and lead
- 82. IGNITING YOUR SENSORYCHANNELS be sense-able
- 83. What if? How? What? Why?
- 84. learning & leadershipstyles Concrete Experiencing Dynamic Learner Imaginative Learner Mentor/ Motivator Colleague What if? Why? Doing/Active Watching/ Experimentation Reflective How? What? Observation Coach/ Facilitator Teacher Common Sense Learner Analytical Learner Abstract Conceptualizing
- 85.
- 86. Why? framing 86
- 87. Common Ground Clarify Benefits Pace Out Objections Link to Message
- 88. If you wantto build a ship, don’t summon people to buy wood, prepare tools, distribute jobs and organise the work … … teach people the yearning for the wide, boundless ocean Antoine de Saint-Exupery, Author of The Little Prince
- 89. What if? stoRy selling Inspire with full technicolour, soundtrack, emotions......
- 90. Learn from unexpected quarter
- 91. live more lead more leave a legacy
- 92.
- 93. What do weneed to do? Individual Action Plan
- 94. START CONTINUE STOP peRsonal leaRning jouRnal key insights
- 95. What do weneed to do? Team Action Plan
- 96. evaluating my outcomesfind the gems
- 97. my next steps What do I commit to?
- 98. Any Questions orComments?
- 99.