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THE NEED TO ADAPT STYLES
Every manager tends to have a preferred leadership
style, but for real effectiveness it is necessary for
leaders to shift leadership styles according to
Hersey & Blanchard's Situational
Leadership Model sets up :
a contingency approach to
that matches leadership style to
and the readiness of the followers.
Sources : Business Development UK
& Insights On Leadership
No leadership style is right or wrong,
but only contingent to the situation.
Effective leaders are
versatile, i.e. they
are able to move
around the matrix in
accordance with the
CONTINGENCY MADE SIMPLE
Appropriate leadership behavior is dependent on the
Leaders should take into consideration several
factors before choosing a specific leadership style
appropriate for the group, including :
1) The type of task. 2) How well group
3) How well group
with the leader.
4) The maturity
level or readiness
of the followers.
THE NEED FOR DIFFERENT POWERS
When leading your team or organization, the secret to
getting superior results lies in the ability to “marshal
different sources of influence” (Joseph Grenny), or
sources of power.
Leading by using only
Leading by mobilizing
several sources of power
5 BASES OF POWER
French & Raven
Coercive Power :
comes from the belief that a
person can punish others for
Referent Power :
is the result of a person's
worthiness, and right to
respect from others.
Expert Power :
is based on a person's
superior skill and knowledge.
Legitimate Power :
comes from the belief that
a person has the formal
right to make demands, and
to expect compliance and
obedience from others.
Reward Power :
results from one
person's ability to
WHAT IS CHARISMA ?
“to affect and influence others at a deep
emotional level, to communicate effectively
with them, and to make strong interpersonal
Ronald Riggio, The Charisma Quotient.
CHARISMA is a set of social
skills enabling an individual
THE NEED FOR CHARISMA
Charisma is an individual competency of the leader,
a form of influential power, and interpersonal
attraction that inspires support and acceptance.
3 ELEMENTS OF CHARISMA
Focus (100% present)
Show you care
skills as a
Adapted from Dan Schawbel
6 BUILDING BLOCKS OF CHARISMA
Adapted from Ronald Riggio,
The Charisma Quotient
6 BUILDING BLOCKS IN DETAIL
Adapted from Ronald Riggio, The Charisma Quotient
Expressing your feelings spontaneously
and genuinely will allow you to affect the
moods and emotions of others.
The ability to fit in with all
sorts of people.
Skill in reading and interpreting social
situations, being able to listen to others,
and be "in tune" with them.
Verbal communication skill and the
ability to engage others in social
The ability to control and regulate
your emotional displays.
The ability to read others' emotions,
and make an emotional connection by
responding to their feelings.
BUILDING SUCCESSFUL CHANGE
Create a sense
Build a guiding
Source : Kotter International
MANAGING COMPLEX CHANGE
Adapted from Knoster, Villa, & Thousand (2000), A Framework for Thinking About Systems Change.
Source : Businessballs
Fisher’s Personal Transition Curve , 2012
TEAM BUILDING PROCESS
Tuckman's Team & Group Development Model
- Little agreement
- Unclear purpose
- Guidance and
- Increased clarity
- Power struggles
- Agreement and
- Clear roles and
- Clear vision and
- Focus on goal
- Task completion
- Good feeling about
TEAM LEADERSHIP STYLES
Australian Leadership Foundation
Visualizing and verbalizing the
Describing the steps the organization
needs to take to fulfill the vision.
Defining individual roles and team
Advising, counseling, and listening.
Recognizing the contributions of
Leadership Process Communication Action
5 DYSFUNCTIONS OF A TEAM
THE ROLE OF THE LEADER
Patrick Lencioni's Model
THE MOTIVATIONAL LEADER
(Vision and Sensemaking)
Communicating thoroughly on
vision and strategy.
Helping people see how their
Providing team with sense of
Being a sound advisor &
building credibility through in-
Being a problem-solver and
MANAGING MOTIVATION TRIGGERS
Deep understanding of motivation at work.
Enthusiasm, a positive mindset, and self-motivation.
Motivating others to high performance.
Energizing others to go the extra mile.
LEADING BY EXAMPLE
Modeling core values.
Displaying high integrity and
Acting consistently and
following through on
Promoting cooperation in the
Managing effectively these factors will create motivation.
Quality of workplace
Salary, Coms & Bens
Communicating on Strategy
Trust in the
Justice & Equity
Negotiation is part of (organizational) life.
Leading a team, a department or an organization
requires to develop astute negociation skills, to deal
with difficult people or situations.
“In business as in life, you don't get what you
deserve, you get what you negotiate.”
Chester L. Karrass
● Finalizing the deal
● Formulating an agreement
● Securing implementation
● Fact finding, exploration
● Preparation and planning
● Information sharing
● Definition of ground rules
● Building understanding
● Negotiation strategies
● Clarification and justification
● Getting and making
● Problem solving
● Overcoming resistance
● Moving towards an agreement
● Know the actors - Assess objectives, yours and theirs.
● Decide on areas of possible flexibility.
● Plan approach and sequence of events.
● Exchange positions and issues.
● Create a constructive working climate.
● Listen carefully, and question thoroughly.
● Specify what you want.
● Seek compromise – Get a win/win if possible.
● Remember optimum and fallback positions.
● Solve problems and overcome resistance.
● Don't concede without exchanging.
● Reiterate the value of your solution.
● Formulate an agreement.
● Secure implementation.
● Review your negotiating experience.
IMPORTANCE OF RELATIONSHIP
IMPORTANCE OF OUTCOME
Split the difference
Selecting a strategy depends on 2 basic concerns
6 PRINCIPLES OF PERSUASION
RECIPROCITY SCARCITY AUTHORITY
CONSISTENCY LIKING CONSENSUS
Adapted from Robert Cialdini, Influence At Work
The key to using the principle
of reciprocation is to be the
first to give and to ensure that
what you give is personalized
Point out what is unique about
your proposition and what they
stand to lose if they fail to
consider your proposal.
People follow the lead of
credible knowledgeable experts
People like to be consistent with
the things they have previously
said or done. Consistency is
activated by looking for and
asking for small initial
commitments that can be made.
According to pursuasion
science we like people who are
similar to us, we like people
who pay us compliments and
we like people who cooperate
with us towards mutual goals.
When uncertain, people will look
to the actions and behaviors of
others to determine their own.
Just point to what many others
are already doing or thinking
especially many similar others.
MONROE'S MOTIVATED SEQUENCE
Source : Understanding Persuasion, Tools4Management.
HOOK NEED SOLUTION VISUALIZATION ACTION
Engage attention Narrate problems
Offer the easiest
Create a startling
picture of the
Repeat the steps
The Attention Step:
State clearly your
purpose and let the
audience know what
to expect from the
The Need Step:
You need to
show that the
problem exists in
the lives of your
The Solution Step:
involves deriving a
reasonable plan that
can actually solve
of a visual image
of audience acting
towards a specific
The Action Step:
repeat the need,
them to act.
Call to action.
How to gain engagement
Employee Engagement Pyramid, Melcrum (2006)
MELCRUM'S ENGAGEMENT MODEL
I AM AWARE OF THE MESSAGE
Employees are familiar with the
strategy and how it helps the
company meet its objectives.
Employees learn the reasons behind
the company's objectives and begin
to understand their role in making
the company successful.
Employees subscribe to the values
and objectives of the company in
the project being developed.
Employees believe the company meets
their needs. They buy in and are willing
to help the company meet its objectives.
Adapte arguments to
Provide powerful data
Communicate on short-
Call to action and lean on a
LEADERSHIP ACTIONSEMPLOYEES' BEHAVIORS
Leadership is not a sprint, it is a marathon.
Sustainable leadership requires to renew ressources as
important inputs are regularly thrown into the process.
ALL A MATTER OF INPUTS
Diamond of Leadership Resources
No input, no output.
Renewing quality inputs
and revitalizing resources
enables to prevent :
Performance fails ;
Growth Mindset (vs fixed mindset).
Learning to learn.
Seizing every opportunity lo learn
(formal or informal learning).
Taking advantage of online
education (Moocs, webinars,
podcasts, elearning nuggets ...)
Joining a community of learners...
“Continuous learning is the minimum
requirement for success in any field.”
Applying the 4 stages of PDCA to
improve every domain, comprising
Importance of goal-setting and
action plans (+ evaluation).
Seeking challenges and actualizing
one's potential by getting out of the
Capitalizing and thriving on feedback.
“Be relentless in the quest for improvement
and continuous self-renewal.”
Stephen R. Covey.
Developing self-awareness and
Managing time and priorities.
Managing energy (opportunities to
resource oneself, performance
rituals, healthy life habits).
Developing coping and resilience
“All leadership begins with self-leadership.”
A RESOURCEFUL NETWORK
Developing social intelligence &
Developing other leaders you can
count on and delegate to.
Making connections and joining
networks (afterworks, professional
club, community of practice …)
Solliciting external ressources :
experts & counselors, different
partnerships, mentors & helpers,
“No man is an island.” John Donne.
“IF YOUR ACTIONS
TO DREAM MORE,
DO MORE AND
YOU ARE A LEADER.”