FanatiCo - turning workplaces into fan-bases This session presentation, led by Nina Dar of FanatiCo looks, into; • What is leadership? • Emotional tagging • What makes a good leader • Knowing your team as a leader • Leading your team • The challenges of being a leader www.fanatico-company.com @FanticoCompany

1. NINA
FOUNDER OF CHEEKY MONKEY &
FANATICO
EXECUTIVE BUSINESS COACH

2. WHO I HAVE WORKED WITH…

3. A BORN LEADER
People describe me as...

4. A BORN LEADER
People would describe me as..
I would add, who has worked hard to
gain lots of experience to support
nature!

5. • What is Leadership
• Exercise: which Leaders do you admire & why?
• Leaders are human - decision making & biases
• Exercise: your values & biases
• Managing v leading
• Knowing your team
• Being challenged
• Exercise: what actions would you take in a moment of challenge or
crisis
• Questions
TODAY…

6. “WHAT IS LEADERSHIP?”

7. “WHAT IS LEADERSHIP?”
SENIORITY?
POSITION?
TITLE?
PERSONAL ATTRIBUTES?
MANAGEMENT?
INFLUENCE?
EMPOWERMENT?
FOLLOWERS?
TRANSLATE VISION INTO REALITY?

8. THERE IS NO DEFINITION!
We all have our own idea of what it means to be a good leader

9. …leaders are people who
know how to achieve goals
and inspire people along
the way
THE GENERAL
AGREEMENT…

10. WHO DO YOU ADMIRE
& WHY?
• Get into groups of 3/4 and take a look at the pictures on the wall
• Pick a leader you admire and write down the characteristics you admire
in them

11. KEY TRAIT: LEADERS ARE DESISIVE
They make quick decisions based on patterns they see in a situation (Pattern
Recognition) and the emotional associations (emotional tags stored in our
memories) they have had with similar experiences.

12. LEADERS ARE
HUMAN
GOOD LEADERS
CAN MAKE BAD
DECISIONS

13. OUR BRAINS
Gary Klein (Psychologist and
author of Sources of Power) has
shown that our brains leap to
conclusions and are reluctant to
consider an alternative; we are
particularly bad at revisiting
our initial assessment
of a situation

14. OUR BRAINS
…when we are faced with a new
situation? Or a situation that
looks familiar but isn’t?
Our brains can trick us into thinking
we know what to do when we don’t

15. EMOTIONAL
TAGGING…
is a process that allows emotional
information to attach itself to the
thoughts and experience stored in
our memories
It’s all about how we think
we should respond, what
action we should take
FIGHT OR FLIGHT

16. THIS CAN LEAD TO
CONFLICT THROUGH
BAD DECISION MAKING
AND A RELUCTANCE TO
REVIEW AND CHANGE
YOUR MIND

17. GOOD LEADERS…
…understand that they are human and there are things that they naturally show a
bias for and against

18. WHAT CAN WE DO?
Our intuition
(pattern
recognition &
emotional
tags) need a
reality check
Be open to
the fact that
this happens
We are
human and
have biases
that others
may consider
to be good
and bad

19. Lay out all the options
Inject fresh experience & analysis
Introduce further debate & challenge
Impose strong governance
Understand your bias (values, past experience, beliefs)
be as objective as you can be
5 WAYS WE CAN CHECK FOR BIAS:
1.
2.
3.
4.
5.

20. • In groups of 3/4 talk about leadership values and pick 3 that will
be yours
• Talk about biases and pick one that you need to be aware of
WHAT ARE YOUR LEADERSHIP
VALUES?
DO YOU HAVE A BIAS?

21. • Are you counting value or creating it?
• Do you have circles of power or circles of influence?
• Are you inspiring people to work or managing it?
MANAGING OR LEADING
HOW DO YOU KNOW?

22. Meyers Briggs have
eight team roles:
Coaches produce
agreement and
harmony across the team,
trying to create a positive
team atmosphere and
reach a consensus
Crusaders produce a
sense of priority, stressing
those issues that have
most importance so that
discussions are focused on
the most valuable topics
KNOW YOUR PEOPLE

23. Curators produce
a clarification of ideas and
information, producing a
better knowledge and
clearer picture of any
situation
LEADING TEAMS
Innovators produce a
sense of imagination and
contribute new and
alternative perspectives
and ideas
Sculptors bring things
to fruition, producing
action to address the most
urgent matters, and using
tools or techniques that
they know will work

24. Scientists produce
explanation of what is
happening, the cause of
problems, and generate
models to demonstrate
how things work
LEADING TEAMS
Conductors produce
structure and introduce
a logical organisation
into the way things are
done
Explorers uncover new
potential in situations
and people and
explore new areas and
the possibilities that
they present

25. WHAT TEAMS WANT
FROM A LEADER
Tell the truth (always, good and bad)
Communicate roles & responsibilities
Create a workplace culture that values real people
Be fair, open and honest
Model the behaviours you want to see

26. LEADING PEOPLE IS
CHALLENGING
Even when you go through a successful
IPO and everyone is happy
what do you do?

27. ”So how will Zuckerberg manage them? The Wall Street Journal has a great roundup of ideas for the
28-year-old founder. He’ll need to feed these new millionaires’ entrepreneurial mindsets, giving them
time and autonomy to work on their own projects. He’ll have to become expert at stroking egos while
not setting up cultures that give the lottery winners on staff too much sway. And he’ll need to keep
people from checking the stock price, oh, every 10 minutes, and be willing to say goodbye quickly to
those who don’t want to stay.”
LEADING PEOPLE IS
CHALLENGING

28. Think about that statement and give me examples of actions you would take
during a moment of challenge or crisis..
AND YOU WILL BE
CHALLENGED
“The ultimate measure of a man
(or woman) is not where he
stands in moments of confidence
and convenience but where he
stands in times of challenge and
controversy”
– Martin Luther King

29. LAST WORD FROM
NELSON MANDELA
“It is better to lead from behind and
to put others in front, especially
when you celebrate victory when
nice things occur. You take the front
line when there is danger. Then
people will appreciate your
leadership.”

30. ANY QUESTIONS?