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Similar to Leadership understanding & attitude building
Leadership understanding & attitude building
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- 2. 2 • Paired Activity •3 minute discussion • 1 minute presentation on each other 2
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- 4. 4 • Leadership • Makingof a Leader Clarity of Purpose Attitude of Leader Vision & Goals Inspiration and Motivation • Competencies of a Leader Knowledge Skills Qualities & Values 4
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- 6. 6 6 People are themost critical and challenging to manage in any Business.
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- 8. 8 8 Are leaders born or developed?When does a need for a leader arises? How many people need to follow to make a person a leader Who is a Leader
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- 11. 11 11 Life can beled with …. OR
- 12. 12 12 Why are they Leaders? Whatare the common things you find in all of them? Teresa Steve Jobs Vivekananda Tell me some of the leaders you know Gandhi Prophet Muhammad
- 13. 13 13 Where does leadershipstarts? S E L F
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- 15. 15 15 The quality ofone’s communication with self determines the quality of his LIFE.
- 16. 16 16 Values/ Beliefs Based on National Sciencestudies: 50,000 – 70,000 thoughts/day 35 – 48 thoughts/ minute
- 17. 17 17 I don’t havethe necessary education I am not born with a rich family I am not good in mathematics I am not intelligent I am too old I am too young I am Fat I am bald I am poor in communication I am dark
- 18. 18 18 I respect myself Ifeel confident about myself I am Happy I feel proud for how far I have come in my life I have faith in how far I can go with my life I have broad vision in my life I am honest to myself I am a quick learner I am open to learn and grow I believe in myself
- 19. 19 19 Fake it tillyou Make it If you do not feel positive naturally then
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- 21. 21 21 Who among youhere wants to see yourself one day as : COO CEO Entrepreneur
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- 23. 23 23 •What is theimportant difference between an individual star role and a Leadership role? •There is no guarantee that a great executor will become a successful leader. •Lack of clarity in understanding of the Role and its expectations will lead to failure in the Role Individual do things, Leader get things done…
- 24. 24 24 Not all managers areLeaders but all leaders are managers Which is better being a Leader or a Manager ?
- 25. 25 25 Drives employees Depends onAuthority Inspires fear Says I Places blame for the breakdown Tell how it is done Uses people Takes credit Commands Says “Go” Coaches Them On Goodwill Generates enthusiasm Says We Fixes the breakdown Shows how it is done Develops people Gives credit Asks Says “Let’s Go”
- 26. 26 26 Leadership is nota title, it is the position that must be earned. “One can become Manager by Title, but Leader only by Inspiration” Clarity of Purpose
- 27. 27 27 Clarity of Purpose Whatare the areas a Leader should focus ?
- 28. 28 28 Continuous self developmentand continuous team development leads to continuous improvement in the productivity and will result in higher achievement of Goals & Vision WIN – WIN – WIN Approach Clarity of Purpose
- 29. 29 29 •A leader plans, delegate,direct, controls , motivates, develops, follows up, gives feedback & leads from front until they achieve the vision .
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- 31. 31 31 Line Manager Leader Team Members “Vacuum” fora new Leadership position
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- 35. 35 35 staff ‘s Attitude problem manager‘s Perception problem Maybe… “You cannotchange your relationship with a person unless you change your perception about that individual” PrejudiceFavoritism Stereotype Discrimination Double standard Labelling
- 36. 36 36 “You cannot changeanother individual, you Can only INSPIRE and INFLUENCE a person so he chooses to change on his own”
- 37. 37 37 Repairing is always wiserand economical than replacing.
- 38. 38 38 There will neverbe a surplus situation and there will always be limited resources. If things are surplus, there is no need for manager. The need for a Manager/Leader arise only because things are not perfect. e.g.House keeper, Trainer, Store manager
- 39. 39 39 No Problem Noneed for a Leader/ Manager Problem Need for a Leader/ Manager Bigger Problem Need for effective Leader/ Manager
- 40. 40 40 When you becomebetter and better as a leader, you will grow higher and higher in your career. E.g.: Leader = 2,000 SR Leader =200,000 SR WHICH IS 100X MORE? WHAT IS THE DIFFERENCE?
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- 44. 44 44 No Vision NoLeader When Vision Perish The Leader Perish When Vision is reached The need of a Leader dies When a vision is born, a leader is born.
- 45. 45 45 Everyone in the team shouldbelieve in common goal, only then there will be Team Spirit. What is in it for Me ?
- 46. 46 46 When the visionis achieved, people should say “We did it”
- 47. 47 47 Motivation is TEMPORARY… Inspirationis LONG TERM… …but both are important to achieve any goals! Motivation is like bathing Inspiration is like carving
- 48. 48 48 To inspire, oneshould be committed to his vision. Commitment to vision brings conviction. Conviction gives strength to persuade and inspire. “ You cannot sell what you do not believe yourself ”
- 49. 49 49 People don’t carehow much you know unless they know how much you care With genuine care when you add value to your people for their betterment, they will follow you. Create Hunger in your team. Keep them always hungry and feed them always by value addition.
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- 55. 55 55 Job Knowledge Business Market Operations andprocess People Knowledge Product Knowledge Specialized knowledge
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- 59. 59 59 Life can beled with …. OR
- 60. Thank You Improvement begins with“I” Arnold H. Glasow60 L& D Eastern Province
Editor's Notes
- #2 Welcome the delegates to the workshop Welcome the participants. Tend to all administrative issues. Ensure that all participants have signed the attendance register . Take note of delegates that are late for the session. Indicate this on the attendance register. Ask delegates to write their names on the tent cards that have been provided. Introduce yourself briefly. Explain your role as a trainer and present the opportunity for the participants to maximize their learning from the program.
- #3 Time required for the ice breaker: 10 minutes for discussion between the pairs 2 minutes per participant to introduce his/her partner based on the discussion held Each member should share the following with his/her partner: Name, Concept, no of years with the organisation Best boss worked with till date (Landmark/non landmark)? Why was he/she the best? What were his or her practices that impressed the learner? Instructions for the facilitator: Reflect on the experiences that the learners share and utilise these at appropriate times during the session.
- #5 Time required for the ice breaker: 10 minutes for discussion between the pairs 2 minutes per participant to introduce his/her partner based on the discussion held Each member should share the following with his/her partner: Name, Concept, no of years with the organisation Best boss worked with till date (Landmark/non landmark)? Why was he/she the best? What were his or her practices that impressed the learner? Instructions for the facilitator: Reflect on the experiences that the learners share and utilise these at appropriate times during the session.
- #10 Enumerate… (Put an image... Sachin tendlekar
- #11 Extrovert (put pix of steve jobs) / Introvert (Bill Gates)
- #21 Transition pix
- #31 Welcome the delegates to the workshop Welcome the participants. Tend to all administrative issues. Ensure that all participants have signed the attendance register . Take note of delegates that are late for the session. Indicate this on the attendance register. Ask delegates to write their names on the tent cards that have been provided. Introduce yourself briefly. Explain your role as a trainer and present the opportunity for the participants to maximize their learning from the program.
- #43 Man in suit besdie Bigger returns
- #44 There are some relatively common styles of management that are anything but models of good leadership. Post hoc Management: A poor, but common style. The basic principle of post-hoc management is that, as judge and jury, the manager is always right and never to blame. In this way they can remain secure in their job. Micromanagement: Controls every detail. The manager in question acts as if the subordinate is incapable of doing the job, giving close instruction and checking everything the person does. They seldom praise and often criticize. Whatever their subordinates do, nothing seems good enough. It is the opposite of leadership. Seagull Management: Flying in, allege you and flying off again. When they are there, they typically give criticism and direction in equal quantities, often without any real understanding of what the job entails. Then before you can object or ask what they really want, they have an 'important meeting' to go to. Mushroom Management: Keep them in the dark. You get to do all the work that they do not want. They do not communicate and generally ignore you, so you do not know their plans or what else might be going on in the organization Kipper Management: Two-faced approach. Fish might unfairly be accused of being two-faced, as you only get to see one side at once. This principle is also applicable to the two-faced manager who has different faces and styles depending on the situation. When they are with more senior managers they are typically model employees, putting business first and themselves last. Yet with their subordinates, the reverse is often true, with the individuals carrying the can for both pulling out the stops to get things done in time and then blame when things go wrong through no fault of their own.