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Boost Your Leadership Skills
- 2. My Responsibilities • Run workshops that stimulate thought & reflection • Highlight key issues • Ask daft questions • Get you thinking • Encourage & support • Constructively challenge • Give you the opportunity to think through your own situation and identify actions you want to take
- 3. Your Responsibilities Know what you want out of the programme Take action/ Keep the promises you make to yourself Encourage and support others Share your good ideas and expertise Challenge yourself Shed your skin and get stuck in
- 4. • Who are you? • What do you want to get out of this programme? • What is your current biggest business challenge?
- 7. • Four Levels of Leadership • Value Based Leadership • Workplace Innovation • Innovation & Business Structures • Change Leadership
- 8. • One to one support tailored to your specific development • Practical application of learning • Visit on-site • 4 x 0.5 half day visits
- 9. • Encouragement & confidence • Sounding board • Challenges thinking • Stimulates creativity • Tools & techniques The coach has unconditional positive regard for the client & has no agenda other than the client’s.
- 10. Coaches
- 13. Define what leadership is What the business needs from me What sort of leader am I? Emotional intelligence & leadership Clarify what our team expect & need from us Changes & way ahead
- 15. But often feels more like….
- 17. What type of leader are you?
- 20. Self aware • Know thy self • Understand own emotions, strengths, weaknesses, drives • Values & goals • Seek feedback • Plays to strengths • Accepts others’ strengths
- 21. Self management • Control & channel emotions • Manage response • Avoids negative emotions • Create environment of trust • Not impulsive • Role model
- 22. Motivating Self • Driven to achieve • Passion for work and challenge • Committed to improvement • Optimistic • Pursues goals with energy and persistence • Passion beyond money or status
- 23. Social awareness • Empathy • Recognise feelings of others • Listen to others • Understand impact on others • Constructive feedback
- 24. Social skills • Manage relationships • Build rapport • Build network • Optimistic • Invests in relationships • Listens • Only connect!
- 25. Style Demands compliance Phrase Do what I tell you EI Competitive Works Crisis Culture Negative
- 26. Style Mobilizes people Phrase Come with me EI Self confident Works Need direction Culture Positive
- 28. Style Create consensus Phrase What do you think? EI Collaboration Works Get buy in Culture Positive
- 29. Style High standards Phrase Do as I do, now EI Drive Works Quick results Culture Negative
- 31. Task Complete the leadership questionnaire. What styles are strongest? How does your profile affect or influence the business?
- 33. Absence of trust • Team members are reluctant to be vulnerable with one another • Unwilling to admit mistakes, weaknesses or needs for help • Without a certain comfort level among team members, a foundation of trust is impossible • Unwilling to communicate openly • Lack of openness
- 34. Fear of conflict • Teams lacking in trust are incapable of engaging in unfiltered, passionate debate about key issues • Conflict is avoided – regarded as destructive • Team conflict can turn into veiled discussions and back channel comments • Lack of consultation & debate • Inferior decisions are the result • Artificial harmony
- 37. Lack of commitment • Without conflict, it is difficult for team members to commit to decisions • Lack of buy-in • Lack of direction and commitment can make team unhappy • Frustration • Duplication and hesitancy prevail • Ambiguity
- 38. Avoidance of accountability • No commitment to clear plan of action • Need to avoid conflict prevents team members from holding each other accountable • Lack of direction makes measurement difficult • No-one wants to take responsibility • Low standards
- 39. Inattention to results • Team members put own needs first (ego, career development, recognition, etc.) • Individuals aren’t held accountable • Team has loses sight of the need for achievement • Performance suffers • Objectives not met • Status and ego
- 40. How does your team measure against the model? What needs to change or develop
- 41. Called a leader.... Act like a manager!
- 43. • What are your top of the T leadership activities? • What do you need to do more of? • What in the vertical could you do less of?
- 44. • What are your strengths as a leader? • What are your main areas of development? • What are your main influences on the business?