1.
Humble as a beginner.
Bold like a visionary.

2.
Performance Improvement Arena
Development Planning Arena
“Should”
“Actual”
“Actual”
Time
Performance
IMPROVEMENT VS. DEVELOPMENT

3.
Relationship of Conceptual, Human, and Technical
Skills to Leadership & Management Level

4.
Learn how to make decisions and be
ready to change your mind.

5.
ADADA Model
A = Aims
D = Data
A = Alternative
D = DECISION
A = Activate

6.
What is Leadership ?

7.
“If your actions inspire others to dream
more, learn more, do more & become
more, you are a leader.”

8.
"Leadership is a function of knowing yourself, having a
vision that is well communicated, building trust
among colleagues, and taking effective action to
realize your own leadership potential."
Warren Bennis

9.
What is Leadership ?
 Concept that is both current and timeless.
 Social influence and Personal Influence.
 To attract capable people, motivate them to put forth their
best efforts, and solve problems that arise.
Important in any areas of life.

10.
Effective Leadership Objective
1. Be more effective at work
2. To gain Knowledge, Skills and Attitude
3. Have the ability to lead others the opportunity occurs.

11.
On Becoming A Leader
Advanced Leadership
Skills: Fire your
imagination to win in the
future
Team Leadership: Create
teams, not groups
Basics of Leadership:
Build cohesiveness and
coherence so that the
mission gets done
Conceptual Leadership:
Manage Plan Decision
Making Creativity
Supporting Skills:
Communication,
Presentation, Time
Management
Leadership as a Person:
Be Ethical Know Your Job
Do What is Right

12.
“Great leadership usually
starts with a willing
heart, a positive attitude,
and a desire to make a
difference.”
- Mac Anderson

13.
The Three Parts Of An Effective Leader
Leadership
Realist Visionary Strategist

14.
What is
HIGH PERFORMANCE
LEADERSHIP ?

15.
Taking a business to higher levels of performance is best described as
JUMP SHIFTING.
Ingredients:
 Clear Vision
 Stretching Goals
 Powerful Strategies
 Operating Imperatives
+
High
Performance
Leadership

16.
THINKING DIFFERENTLY
A Passion for Growth
A Passion for Change
A Passion for Sustained Momentum

17.
THINKING DIFFERENTLY
Small changes to small things
a waste of time
Is This
Essential?
Small changes to big things
 necessary, but frustrating
 good, but need many
Big changes to big things
 the key to growth
Noâ
NecessaryÂ
VITALÂÂ

18.
How do we do it?
High Performance Leadership means ...
Individual Practice
and Mindset
Transforming the organization
and aligning the people in
order to dramatically improve
the business and sustain long-
term momentum

19.
High Performance Behaviors
1. Provides a clear vision
2. Thinks outside the box
3. Creates an aligned team
4. Builds a strong, empowered organization
5. Set and maintains high standards
6. Demonstrates integrity
High Performance Results
 Dramatic change
 Developed and empowered employees
 Sustained momentum
 improved competitive/financial position

20.
Doing
Nothing
Developing
Active
Listening
Receiving
Feedback
Motivating
The Accidental Leader
The Successful Leader
The Accidental Leader ( Doing Nothing)

21.
Productivity Stages
Stage 1: Attention Getting
Stage 2: Flying Blind
Stage 3: Steadiness
Stage 4: On the Rise
Stage 5: Doing
“Doing”Behavior
AttentionGetting
FlyingBlind
Steadiness
OntheRise
Doing
1 2 3 4 5
Productivity Stages
Productivity and “doing” behavior.

22.
THE FIVE LEVELS OF GREAT LEADERSHIP
1) Position:
2) Permission:
People follow because they have to.
Your influence will not extend beyond your lines of authority.
People follow because they want to.
People will follow you beyond your stated lines of authority.
3) Production: People follow because of what you have done for the organization.
People like you and what you are doing.
4) People
Development:
People follow because of what you have done for them.
Here your focus is on developing others; you mentor
them and help them and you make them more valuable.
5) Personhood:
People follow because of who you are
and what you represent. Few people
make this level, and only others can put
you here. It takes years of working

23.
Problem
Idea
Product of
concept (POC)
Minimum
Viable Product
( MVP)
Scale
Exit
1
2
3
4
5
6
Exit Strategy

24.
Employee Engagement
Marry
Heart & Body Relationship
Heart & Love
Copy & Development

25.
FROM ‘PRODUCTION MANAGER’ TO ‘BUSINESS LEADER/BUSINESS
MANAGER’ CHANGING MANAGERIAL ROLE
Proactive
MANUFACTURING
MANAGER
BUSINESS
LEADER/BUSINESS
MANAGER
SALES
MANAGER
PRODUCTION
MANAGER
Reactive
Commercially
orientated
Technically
orientated

26.
POTENTIAL APPRAISERS FOR FUTURE LEADER
Skip-one-level manager
(‘Grandparent appraisal’)
Manager
(‘Self-appraisal’)
Subordinate
(‘Upward appraisal’)
Immediate supervisor
(‘Parent appraisal’)
Internal customers
(‘Uncle/aunt appraisal’)
Other managers
(‘Peer appraisal’)
External customers
(‘Client appraisal’)

27.
What Future of Leaders Do
They care.
They believe.
They are fair.
They expect excellence.

28.
5 Characteristics of Future of Leaders
1. Love your team
2. Give praise
3. Seldom use your power
4. Surround yourself with rock stars
5. Cast your vision

29.
10 Principles of Strategic Leadership
1 2 3 4 5
Distribute
responsibility.
Be honest and
open about
information.
Create multiple
paths for raising
and testing
ideas.
Make it safe to
fail.
Provide access to
other strategists.

30.
10 Principles of Strategic Leadership
6 7 8 9 10
Develop
opportunities for
experience-
based learning.
Hire for
transformation.
Bring your whole
self to work.
Find time to
reflect.
Recognize
leadership
development as
an ongoing
practice.

31.
Proposition Demonstrators Pilot Series Industrialization Ramp-up
Vision – Ambition
Fit
Problem – Solution
Fit
Problem – Market
Fit
Business Model
Fit
New Product
Introduction
Proof of the most
promising
opportunity
Proof the
proposition is a
feasible solution to
an existing need
Proof of a
substantial market
potential
Proof the
proposition is
scalable and
profitable
Start selling
products and start
making revenue
Great Business
Great Idea
1 2 3 4 5

32.
Leadership Strategy - Competencies
Competency Needs
Selection and
Promotion
Skill Fit Job Fit Company Fit
Education
Training
Experience
Skills
Attitudes
Values
Demeanor
Appearance
Integrity
Thinking Style,
Behavioral
Traits,
Occupational
Interests
Resume, Application,
References
Job Match Assessment Interview, Integrity
Assessment

33.
Future Leadership Capabilities
 Thinking Global, Act Local
 Cross cultural diversity
 Technological savvy
 Building alliances and partnerships
 Sharing leadership
 Learning agility

34.
“If Your Actions Inspire Others
To Dream More, Learn More,
Do More And Become More,
You Are A Leader.”
- JOHN QUINCY ADAMS

35.
Future Leaders don’t just
tell you what to do, they
also guide you through.

36.
The future leaders of
Marketing are below
30 because they are
Digital natives …..

37.
Thank You