My presentation at JBIMS

1. Foundation of Leadership
Principles of Management
Presented by
Xavier Prakash
MMM 1st Year Batch II JBIMS
2007-2010

2. Introduction
Leader must know the Strength and Challenges
of the organization & Environment
This training was followed by an assessment on
Core competencies like
– Customer orientation
– People orientation
– Achievement orientation
– Initiative
– Leadership
– Impact
– Self confidence
POM Foundation of Leadership
28-Nov-09
28- Nov- Xavier Prakash MMM JBIMS 2

3. Strength of the Company
Brand
Good name
Good products
Innovation
Technical know how
Loyal employees
Global presence
POM Foundation of Leadership
28-Nov-09
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4. Challenges
Maturing Markets
Very strong competition
More demanding customers
More demanding employees
Price pressure
Lack of skilled workforce
POM Foundation of Leadership
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5. How can you be more effective as
a manager ?
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6. The Business Challenge
People
Customer Business
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7. Surveys and measures
Employee Motivation
survey
Development review
Safety statistics
People
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8. Surveys and measures
Profit
Market Share
Bad debt
Business
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9. Surveys and measures
Customer satisfaction
survey
Losses, recoveries,
gains
Customer
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10. Learning objectives
Know the role of a manager/leader
Understand the leadership preference
Apply the “whole brain” approach in your
work
Be able to increase your leadership
effectiveness with your direct reports
Understand the company strategy and
your contribution to this
POM Foundation of Leadership
28-Nov-09
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11. Your personal development
7 steps of effective learning
1. Choose training according to your development review
2. Define your learning objectives with your supervisor
3. Build your Personal Development Plan (PDP)
4. Set SMART objectives with your supervisor
5. Discuss your key learnings with your supervisor
6. Define actions and next steps with your supervisor
7. Ask your supervisor and peers for permanent feedback
and coaching to reach your objectives
POM Foundation of Leadership
28-Nov-09
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12. SMART objectives
S pecific Who and What
M easurable By How Much
A mbitious Challenging
R ealistic Calculate risk/obstacles
T ime bound When
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13. How to be an effective leader
Best Boss/Worst Boss
Competencies/Skill
Whole brain Approach (HBDI)
Situational Leadership styles,Motivation
Feedback
POM Foundation of Leadership
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14. Best Boss / Worst Boss
Best Boss Worst Boss
Personal Characteristics Personal Characteristics
Patience,Good evaluator, open Suspecting, overconfidence
Impact on others Impact on others
Freedom, equal opportunity value Enforcer, short term focus, Not
of individual open
Team performance Team performance
Good, participative, focused Firefighting,selective,high attrition
POM Foundation of Leadership
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15. Competencies / Skill
Competency :
Is a standardized requirement for an
individual to properly perform a specific
job. It encompasses a combination of
knowledge, skills and behaviour utilised to
improve performance.
In short :
Having the ability to perform a
specific role
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16. Skill
Skill :
A skill is an ability, usually learned and
acquired through training, to perform
actions which achieve a desired
outcome.
Examples:
Academic,Reading,Logic
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17. What is competency all about
Ice berg
Skills Can’t predict
Visible Knowledge success
Water line
Hidden Competencies Can predict
success
POM Foundation of Leadership
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18. Why Core Competency
They can predict success
Focused
Distinguish between average and peak
performers
Easier to handle
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19. The Competency Graph
No Survival
without adaptation
& development
Competency
Level
Starter Expert Manager
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20. How to develop competencies
Education
Training
Coaching
Observations
Reading
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21. Whole Brain Approach (HBDI)
Hermann Brain Dominance Instrument
– Theorized brain has 4 thinking styles, we tend
to prefer some over others
– Thinking styles relate to physical part of brain
A D
Analytical, Logical, Holistic,Intutive,
quantitative Integrating
Organizational, Interpersonal
Planned, Detailed Emotional,feeling
B C
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22. How we want an effective staff
member to be
Technically skilled Resourceful
Self Organized Considerate
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23. Leadership Styles
The Leadership Model
Competencies Leadership styles
Staff Motivation
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Performance
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24. Leadership style – A definition
The pattern of behaviour you adopt when
seeking to influence the activities of others
Depends upon the Characteristics of
The situation
The Leader
His/Her Staff
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25. The Situation
Nature of Task
Time available
Team effectiveness
Organisational culture
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26. The Leader
Values
Confidence in staff
Leadership Preference
Feeling of security
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27. The staff
Needs for independence
Readiness to assume responsibility
Interest in the job
Job Knowledge & Experience
Identify with goals of the organization
Expectations of the Leader
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28. Theories
Theory X
Theory Y
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29. Motivation why it Matters
200%
Recognition,
Lead Responsibilty,
Achievement,
The performance Autonomy,
motivators Advancement,
Companions
100%
Working conditions,
Manage Status,Salary, security
10 %
POM Foundation of Leadership
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30. Practical steps in motivation
Provide Challenge
Recognize Achievements
Make people feel valued
Provide scope for development
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31. Feedback
We can use Johari window concept to
understand the open self.
Feedback should be Positive, Constructive
Feedback should add value personally
Feedback should not force people to
change
Feedback is about how you feel
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32. 3 steps for Feedback
Observations
Feelings
Concrete wishes
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33. Other Key Learnings
Effective Interviewing skills
Performance Management
Performance Puzzles
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34. Problem can become
opportunities when right
people come together
Thank you