Grooming future leaders gk oct2018

1. AOB VIDEO 10/23/2018WWW.ABOVEORBEYONDJM.COM 2

2. Dr. Leahcim Semaj 10/23/2018www.AboveorBeyondJM.com 3

3. Made or Born? •There is an age-old question of whether leaders are made or born. •I think that has been answered a long time ago: leaders are made, not born. •Based on my more than 30 years of working with CEOs and Senior Executives and conducting seminars and workshops on leadership, I am convinced that – •Leadership can’t be taught, but it can be learned. 10/23/2018 www.AboveorBeyondJM.com 4

4. Made or Born? •This leadership training session is designed to help leaders-to-be prepare for their new challenges and responsibilities. •You'll explore the critical areas that must be mastered. •It will then be up to you to develop your unique leadership style for maximum impact. 10/23/2018 www.AboveorBeyondJM.com 5

5. Steps: • First, • must be the desire, courage and commitment to occupy that lonely place at the top, where the buck stops. • Secondly, • you must take the time to acquire the specific skill set that this role requires. • Thirdly, • your need opportunity to craft you own style that is consistent with your personality and the situations in which you are called upon to lead. 10/23/2018 www.AboveorBeyondJM.com 6

6. Content: • Impact of the changes in the global environment on the world of work •Skills needed to effectively navigate the global environment as a future leader 10/23/2018 www.AboveorBeyondJM.com 7

7. Self-Evaluation: What could hold you back as a future leader? •*Waiting for the right moment •*Needing approval from others •*The need always be perfect •*Too stubborn to go let go •*Not apologizing for making mistakes •*Not learning from people less than you 10/23/2018 www.AboveorBeyondJM.com 8

8. Self- Evaluation: What could hold you back as a future leader? *Not willing to do something beyond your duties *Spending too long worrying about the outcome *Comparing yourself to others *Not assessing your mistakes *Not working on your weaknesses *Taking life too seriously *Spending too long doing things you don’t like doing 10/23/2018 www.AboveorBeyondJM.com 9

9. Ensuring your success. What steps do I take to ensure success? What can I change to safeguard success? 10/23/2018 www.AboveorBeyondJM.com 10

10. Chapter #1 The Future of Work 10/23/2018 WWW.ABOVEORBEYONDJM.COM 11

11. The Future of Work 10/23/2018 www.AboveorBeyondJM.com 12

12. The Future of Work 10/23/2018 www.AboveorBeyondJM.com 13

13. Trends for The Future of Work 10/23/2018 www.AboveorBeyondJM.com 14

14. The Future of Business Leadership 10/23/2018 www.AboveorBeyondJM.com 15

15. Chapter #2 Why Leadership? 10/23/2018 WWW.ABOVEORBEYONDJM.COM 16

16. Managers have employees; Leaders have followers. 10/23/2018 www.AboveorBeyondJM.com 17

17. Leadership Competencies to take you ABOVE or BEYONDhttps://www.psychologytoday.com/blog/cutting-edge-leadership/201404/the-top-10-leadership-competencies

18. On Becoming A Leader 10/23/2018 www.AboveorBeyondJM.com 19

19. www.AboveorBeyondJM.com 2010/23/2018

21. MANAGER vs. LEADER • ADMINISTRATE • RELY ON CONTROL • SHORT-TERM VIEW • EYE THE BOTTOM LINE • ACCEPT STATUS QUO • FOCUS ON STRUCTURE • COMMAND • IMITATE • DO THINGS RIGHT • MANAGE PEOPLE • INNOVATE • INSPIRE TRUST • LONG-RANGE PERSPECTIVE • EYE THE HORIZON • CHALLENGE STATUS QUO • FOCUS ON PEOPLE • COMMUNICATE • ORIGINATE • DO THE RIGHT THING • LEAD PEOPLE • Warren Bennis, Managing People is like Herding Cats, 1997 www.AboveorBeyondJM.com 2210/23/2018

22. www.AboveorBeyondJM.com 23 Linear Change Paradigm Shift •Manager LEADER • Do the next right thing Lead organization to a place it wouldn't go by itself • "Now" decision making "FUTURE“ DECISION-MAKING • Best today decision How today's choices play out in vision, mission, values 10/23/2018

23. WWW.ABOVEORBEYONDJM.COM 2410/23/2018

24. Eleanor Roosevelt •“To handle yourself, use your head; •to handle others, use your heart.” – www.AboveorBeyondJM.com 2510/23/2018

25. Steve Jobs www.AboveorBeyondJM.com 2610/23/2018

26. John Quincy Adams •“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” www.AboveorBeyondJM.com 2710/23/2018

27. Jim Rohn •“Help those who are doing poorly to do well and help those who are doing well to do even better.” www.AboveorBeyondJM.com 2810/23/2018

28. Leading by Example 10/23/2018 www.AboveorBeyondJM.com 29

29. Do As I Saw, Not As I Do? 10/23/2018 www.AboveorBeyondJM.com 30

30. Leadership 10/23/2018 www.AboveorBeyondJM.com31

31. 32 What Kind Of Leader Are You? •Manley *PJ •Seaga *Portia •Bruce *Andrew •Castro *Putin •Obama *Trump 10/23/2018 32www.AboveorBeyondJM.com

32. 33 Like everyone else, LEADERS ARE NERVOUS about learning new skills, behaviours, and working relationships  Unlike everyone else, LEADERS HAVE TO GO FIRST 10/23/2018 33www.AboveorBeyondJM.com

33. 34 LEADERSHIP IS THE HIGHEST COMPONENT OF MANAGEMENT 10/23/2018 www.AboveorBeyondJM.com 34 a) Provides vision and direction, values and purposes b) Inspire people to work together with common vision and purpose

34. 35 Why Leadership 10/23/2018 www.AboveorBeyondJM.com 35

35. Transformational Leadership A leadership style that that creates valuable and positive change in the followers Focuses on "transforming" others to help each other, to look out for each other, to be encouraging and harmonious to look out for the organization as a whole 10/23/2018 www.AboveorBeyondJM.com 36

36. Transformational Leadership In this leadership style, the leader enhances •the motivation, •morale •and performance of his follower group www.AboveorBeyondJM.com 37

37. “With Good Leadership Any Problem Can Be Solved” •William R. "Bill" Rhodes •Banker to the World • Former senior international officer and senior vice chairman of Citigroup and Citibank • Served in various senior executive positions at Citi from 1957 until his retirement from Citigroup on April 30, 2010 www.AboveorBeyondJM.com

38. Chapter #3 What Does The Research Tell Us? 10/23/2018 WWW.ABOVEORBEYONDJM.COM 39

39. To Be a More Effective Leader •More than 100 years of leadership research has outlined the successful skills and abilities that are associated with leadership effectiveness. •Let’s begin with the top 10, derived from the research literature. 10/23/2018 40

40. 10/23/2018 www.AboveorBeyondJM.com 41

41. Critical Leadership Skills & Abilities 1. Social Intelligence 2. Interpersonal Skills 3. Emotional Skills 4. Prudence 5. Courage Gen-Flexing Teambuilding EQ/EI Critical Thinking Integrity Internal Networking Coaching Transparency 6. Conflict Management 7. Decision Making 8. Political Skills 9. Influence Skills 10. Area Expertise/ Competence Communication 10/23/2018 www.AboveorBeyondJM.com 42

42. 1. Social Intelligence (SI) •This is not only one of the best predictors of effective leadership, but it is poorly understood and under-researched. •Research suggests that social intelligence, which we define as a constellation of social performance, sensitivity to social situations, and role-playing skill are critically important for effective leadership.

43. SOCIAL INTELIGENCE GEN-FLEXING INTERNAL NETWORKING 10/23/2018 www.AboveorBeyondJM.com 44

44. 10/23/2018 WWW.ABOVEORBEYONDJM.COM 45

46. Early Gen-Flexing Jack Welch – Reverse Mentoring 10/23/2018 www.AboveorBeyondJM.com 47

47. 5010/23/2018 www.AboveorBeyondJM.com

48. Some Say Forget Gen Y Gen Xers are the Future of Work! 10/23/2018 www.AboveorBeyondJM.com 51

49. Generation X •Poised for great leadership •the average age of an S&P 1500 CEO is 50. •They’re already leading the majority of growing companies: •68% of Inc. 500 CEOs are Gen Xers. 10/23/2018 www.AboveorBeyondJM.com 52

50. The burden of the work-life balance debate •As the average child-bearing age increases and life expectancy expands, •Generation X is bearing the burden of •Raising young children •Funding tertiary education •Caring for aging parents 10/23/2018 www.AboveorBeyondJM.com 54

51. Thinning ranks • Because Gen Xers will make up only 20% of the workforce, • as leadership roles are vacated by older workers, •there are fewer Gen Xers available. • And Millenials may not have the experience and maturity needed for such roles. •A possible war for talent. 10/23/2018 www.AboveorBeyondJM.com 55

52. 3 to 5 years from now •experienced leaders may be impossible to recruit. •Focusing the same attention on the generation that isn’t demanding it could be even more productive than helicoptering over your Millenials. 10/23/2018 www.AboveorBeyondJM.com 56

53. The Magic Bullet for Gen Xers? •5% Mortgage? •Assistance with Tertiary Education costs? •Inclusion of elder parents of health Insurance? 10/23/2018 www.AboveorBeyondJM.com 59

54. WAYS TO NETWORK WITHIN YOUR COMPANY 10/23/2018 www.AboveorBeyondJM.com 60

55. Do amazing work • Review all the metrics on which you’re evaluated. • Are you hitting them out of the park? Is your boss heaping on the praise? • If so, see if you can assume any higher-level responsibilities — perhaps taking a project off of your boss’s plate. • If not, you may want to hold off on pursuing a new position and instead build a track record of success where you are. 10/23/2018 www.AboveorBeyondJM.com 61

56. Specialize. •It’s amazing how many opportunities fall into your lap — and how many relevant contacts you can make — when you become the “go-to” person for a particular skill or area of knowledge. •What skills differentiate you from the pack? •Can you carve a niche for yourself? •Identify your specialty and be sure to articulate it clearly to your manager and others within your company. 10/23/2018 www.AboveorBeyondJM.com 62

57. Find a sponsor. • Mentors offer sage wisdom and guidance on day-to-day workplace situations, • but sponsors wield the power to open doors and propel you to great new opportunities. • Vault defines a sponsor as “an active advocate who seeks out new opportunities for you, uses his or her influence to make sure the right people know about your accomplishments and recommends that you be promoted or given a raise.” • Often, you will need someone powerful in your corner to ascend the professional ranks. 10/23/2018 www.AboveorBeyondJM.com 65

58. How to develop SI? •Expose yourself to different people, different social situations, •work to develop your social perceptiveness and ability to engage others in conversation. 10/23/2018 66

59. 2. Interpersonal Skills/ Team Building • Interpersonal skills could be seen as a subset of social intelligence, • but these are the more relationship-oriented aspects of social effectiveness. • We often talk about the “soft skills” of the leader, • and these are best represented by interpersonal skills. 10/23/2018 www.AboveorBeyondJM.com 67

60. TEAM WORK

61. A Team Requires 10 Functions to be Covered •A variety of functions are required for a operate optimally • Visionary • Pragmatist • Explorer • Challenger • Referee • Peacemaker • Beaver • Coach • Librarian • Confessor 10/23/2018 WWW.ABOVEORBEYONDJM.COM 69

62. You Must Work Through The 5 Stages Of Team Development 10/23/2018 WWW.ABOVEORBEYONDJM.COM 70 Forming Storming TransformingNorming Performing

63. Jamaica’s Greatest Team Achievement 10/23/2018 WWW.ABOVEORBEYONDJM.COM 71

64. Teams Have Less Need For Managers and More For Coaches and Leaders • Coaches help teams solve problems • Old Order bosses design and allocate work, supervise, check, monitor and control •Teams do these things for themselves 10/23/2018 WWW.ABOVEORBEYONDJM.COM 72

65. LET'S GET RID OF MANAGEMENT People don't want to be managed, They want to be led. Whoever heard of a world manager? World leader, yes Educational leader Political leader Religious leader Scout leader Community leader Labour leader Business leader Gang Leader They lead They don't manage 10/23/2018 WWW.ABOVEORBEYONDJM.COM 73

67. 10/23/2018 WWW.ABOVEORBEYONDJM.COM 75 The New Way • Performance coaching represents a new philosophy in developing people • Based on the hands-on experience and on-the-job knowledge of the immediate supervisor • You focus on the company’s business objectives • You connect training to the job

68. 10/23/2018 WWW.ABOVEORBEYONDJM.COM 76 Coach Your Workers •To a winning season

69. 10/23/2018 www.AboveorBeyondJM.com 77 Question •What percentage of your work force is performing at peak levels?

70. 10/23/2018 www.AboveorBeyondJM.com 78 If Your Employees Are Average •Probably no more than 20 % •These top performers often are eager to learn because they have high achievement drives

71. 10/23/2018 www.AboveorBeyondJM.com 79 Your Job •To get the remaining 80% to follow suit

72. 10/23/2018 www.AboveorBeyondJM.com 80 All of Us Need Coaches •Most people work •Learn •Stretch more •If they are encouraged and coached •Than if they try to go it alone

73. 10/23/2018 www.AboveorBeyondJM.com 81 Everyone Needs a Push Sometimes •Muhammad Ali •Asked to identify the greatest lesson he learned in life •The Sonny Liston title fight in January 1964

74. 10/23/2018 www.AboveorBeyondJM.com 82 “Liston Was the Strongest Man I Ever Fought” •“Every time I hit him, it hurt me worse than it did him •When the 6th round ended •I was completely spent •I couldn’t even raise my arms”

75. 10/23/2018 www.AboveorBeyondJM.com 83 “I Couldn’t Even Stand up to Go Back Into the Ring” •“I’m going home! I told Angelo Dundee •I’m not going back in there!”

76. 10/23/2018 www.AboveorBeyondJM.com 84 Dundee Demanded That Ali Get Back in the Ring •Ali refused •The bell rang •Ali still didn't rise

77. 10/23/2018 www.AboveorBeyondJM.com 85 Dundee Pushed Him and Shouted •“Get in there and don’t come out until you are heavyweight champion of the world”

78. 10/23/2018 www.AboveorBeyondJM.com 86 Ali Struggled to His Feet •Liston didn’t •Ali won the title

79. 10/23/2018 www.AboveorBeyondJM.com 87 The Lesson of Coaching •“The greatest lesson I’ve learned is to have someone pushing you and making you do things you didn’t think you can do” The Greatest Athlete of the 20th Century

80. 10/23/2018 www.AboveorBeyondJM.com 88 Managers Change - From Supervisors to Coaches •Coaches help teams solve problems •Old Order bosses design and allocate work, supervise, check, monitor and control •Teams do these things for themselves •Mentors look out for long term career development

81. 10/23/2018 www.AboveorBeyondJM.com 89 Middle Management Has A New Role •From guardians of the functional units to smashers of the boundaries •To facilitators of the teams on the front line •From defending what use To be •To encouraging what should and can be

82. 10/23/2018 www.AboveorBeyondJM.com 90 Organizational Structure Changes- From Hierarchical to Flat •The team and the process is the reality •Coequal people can operate with autonomy and fewer managers •A manager can typically supervise about 7 people •He can coach up to 30 or 40

83. How to develop interpersonal skills? Generalize These skills will generalize to workplace relationships. Work on Work on your personal relationships with friends, relatives, and your significant other. Become Become an active listener, work on conversational and speaking skills. 10/23/2018 www.AboveorBeyondJM.com 91

84. 3. Emotional Skills/Intelligence (EI). • A complement to social intelligence, emotional intelligence is our ability to communicate at the emotional level, • understand emotions and emotional situations, • and be in tune with our own emotions. • These are particularly related to leadership “charisma.” 10/23/2018 www.AboveorBeyondJM.com 92

85. 10/23/2018 www.AboveorBeyondJM.com 93 The rest of the journey will require greater development of Our specie has probably gone as far as we can based on cognitive Intelligence alone

86. Emotional Intelligence (EQ) •The ability to sense, understand, and effectively apply the power and acumen of emotions •as a source of human energy, information, trust, creativity and influence 10/23/2018 www.AboveorBeyondJM.com 94

91. The Case For EQ 10/23/2018 www.AboveorBeyondJM.com 100

92. The Emotions of •Empathy, Compassion, Cooperation, and Forgiveness •All have the potential to unite us as a species 10/23/2018 101www.AboveorBeyondJM.com

93. Generally Speaking: •Emotions unite us •Beliefs divide us 10/23/2018 102www.AboveorBeyondJM.com

94. EQ 10/23/2018 WWW.ABOVEORBEYONDJM.COM 104

95. Dr. Maya Angelou 10/23/2018 105www.AboveorBeyondJM.com

96. How to develop EI? Practice “reading” others’ nonverbal cues, particularly cues of emotion. 1 Learn to regulate and control your emotions and your emotional outbursts. 2 Practice expressing feelings and become an effective emotional “actor” – learning how to express emotions appropriately. 3

97. 4. Prudence/Critical Thinking • Prudence is one of Aristotle’s cardinal virtues. • A synonym is “wisdom,” • but it comes from being able to see others’ perspectives and through being open to and considering others’ points of view.

98. 10/23/2018 www.AboveorBeyondJM.com 108 The Concept of Critical Thinking

99. 10/23/2018 www.AboveorBeyondJM.com 109 Critical thinking • A manner of study that encourages you to ask thoughtful questions • Using your own reasoning to determine the value of information

100. 10/23/2018 www.AboveorBeyondJM.com 110 Some critical thinking techniques • Brainstorming • Thinking outside of the box • Deduction • Induction • Reasoning • Analysis • Applied logic

101. 10/23/2018 www.AboveorBeyondJM.com 111 Modern critical thinking skills • Attributed to philosophers such as – Jean-Jacques Rousseau and John Dewey • the study of critical thinking was not incorporated into public school systems until the late 20th century

102. 10/23/2018 www.AboveorBeyondJM.com 112 Critical Thinking Skills •prepare persons to analyze information –an essential skill when faced with vast amounts of conflicting yet reputable information

103. 10/23/2018 www.AboveorBeyondJM.com 113 To Analyze Thinking: • Purpose? Question? • Information? Conclusion(s)? • Assumptions? Implications? • Main concept(s)? Point of view?

104. 10/23/2018 www.AboveorBeyondJM.com 114 To Assess Thinking: • Check it for – Clarity • Accuracy • Precision, • Relevance • Depth • Breadth • Significance • Logic • Fairness

105. 10/23/2018 www.AboveorBeyondJM.com 115 The Result • A well-cultivated critical thinker: • vital questions and problems • formulating them clearly and precisely • gathers and assesses relevant information • using abstract ideas to interpret it effectively • comes to well-reasoned conclusions and solutions • testing them against relevant criteria and standards

106. 10/23/2018 www.AboveorBeyondJM.com 116 Critical Thinker • Thinks open mindedly within alternative systems of thought, • Recognizing and assessing – assumptions, implications, and practical consequences; • Communicates effectively with others in figuring out solutions to complex problems

107. How to develop Prudence? •Listen to others. •Work to be more open and more broad minded. •Learn to ask for others’ opinions and consider them as you choose a course of action.

108. Ralph Nichols •“The most basic of all human needs is the need to understand and be understood. •The best way to understand people is to listen to them.” 10/23/2018 www.AboveorBeyondJM.com 118

109. 5. Courage. •A second cardinal virtue is “Fortitude,” or courage. •This is having the courage to take calculated risks and the courage to: •(a) stand up for what you believe; •(b) do the right thing. 10/23/2018 www.AboveorBeyondJM.com 119

110. COURAGE 10/23/2018 www.AboveorBeyondJM.com 120 •INTEGRITY •TRANSPARENCY

112. www.AboveorBeyondJM.com 10/23/2018 122

116. WHY? 10/23/2018 www.AboveorBeyondJM.com 126

117. Things that leaders can do to promote transparency in the workplace •A transparent workplace nurtures an environment free from fear, encourages employees to be open about their achievements and mistakes and can overall create a safer, more positive environment. https://www.mentimeter.com/blog/transparency-at-work/6-things-that- leaders-can-do-to-promote-transparency-in-the-workplace 10/23/2018 www.AboveorBeyondJM.com 127

118. 1. Make transparency part of company policy • The first, and arguably most important step that a leader can take in order to be transparent is to make transparency part of the company policy. • If you do not have the authority to implement transparency on a company-wide scale, you can take steps to implement transparency within your team. • Consider holding a workshop where you and your team can talk about what transparency is, why it is important and how you can take steps to implement it into daily office life.

119. 2. Confront difficult situations 10/23/2018 www.AboveorBeyondJM.com 129 It’s up to the leader to decide on how they want to deal with these difficult situations. Whether you need to confront gossip or rumours about the organization, transparency can be used to defuse these types of situation. It will establish that you, as a leader, are not afraid to be open and truthful and will set a clear precedent that employees can come directly to you if they have any questions or worries.

120. 3. Hold an “ask me anything” session • Give your colleagues the chance to ask any questions to you by holding an “ask me anything” session. • This activity will give people the opportunity to ask questions they wouldn’t normally have the chance to ask. 10/23/2018 www.AboveorBeyondJM.com 130

121. 4. Provide access to information • Within an organization there is often a lot of information that is not available to employees. • Often this information is not made public because it is sensitive or for some other reason. • However, there might be information that can be shared with employees, but isn’t. • In order for you, as a leader to be transparent, you should consider if more information should be available to employees, and provide access to it.

122. 5Always have a “why” • When you’re making decisions be mindful and where appropriate, let people know why you have made certain decisions in certain ways. • Your team will be more understanding of why you make certain decisions, and will be able to question you if they do not agree with how something was approached. • Remember, that you should always be open for challenges and feedback.

123. 6. Involve people in decision making 10/23/2018 • What’s even better than explaining your decision, it to involve others in the decision making process. • Sometimes a quick poll on a subject can be enough to get input from others, in other cases you might want to hold a workshop or brainstorming session in order to make a collaborative decision. • This approach to decision making does not only make you more transparent as a leader, but can also help you come to better decisions for your organization. www.AboveorBeyondJM.com 133

124. Honesty and Transparency 10/23/2018 www.AboveorBeyondJM.com 134

125. Max Lucado •A man who wants to lead the orchestra must turn his back on the crowd.” 10/23/2018 www.AboveorBeyondJM.com 135

126. How to develop Courage? •This takes some effort, but is rooted in developing and holding onto strong personal values. •If you truly value something or someone you will have the courage to stand by your principles (and your people). 10/23/2018 136

127. 6. Conflict Management. • This is a “higher order” interpersonal skill that involves helping colleagues to avoid or resolve interpersonal conflicts. • Leaders are often called upon to adjudicate when members are in conflict, but it also involves having the ability to either avoid or resolve your own conflict situations. www.AboveorBeyondJM.com

128. The Process 10/23/2018 WWW.ABOVEORBEYONDJM.COM 138

129. Knowing When To Do What 10/23/2018 www.AboveorBeyondJM.com 139 WIN/LOSE YIELD/LOSE COMPROMISE LOSE/LEAVE WIN-WIN

130. Analyzing Conflicts •SCENARIO & CONTEXT •DRIVERS & CONTROLLERS •OUTCOME: What resulted? •REPLAY & STOP THE TAPE • What could you have done that would have altered the course of events? • (Prevent, Contain, Resolve) 10/23/2018 www.AboveorBeyondJM.com 140

131. How to develop Conflict Management Skills. • There are courses and workshops available to help you understand and learn conflict management strategies. • A big part of conflict management is helping conflicting parties to collaborate (a win-win outcome) • or to compromise (each party needs to be flexible and give up something). 10/23/2018 141

132. Jack Welch • “Before you are a leader, success is all about growing yourself. • When you become a leader, success is all about growing others.” 10/23/2018 www.AboveorBeyondJM.com 142

133. 7. Decision Making • One of the core competencies for leaders is the ability to make good decisions or lead a good decision making process. • There are better and worse ways to make decisions, • and a good leader understands when to • make a decision, • when to consult subordinates or peers and bring them into the decision making process, • and when it’s time to step back and let others decide. www.AboveorBeyondJM.com 10/23/2018 143

134. The Process www.AboveorBeyondJM.com 10/23/2018 144

135. TIPS FOR BETTER DECISION MAKING www.AboveorBeyondJM.com 10/23/2018 145

136. These Are The Reasons You Can Never Make A Decision Here’s how to avoid and overcome these 6 decision-making obstacles. https://www.fastcompany.com/90225056/thow-to-overcome-common-decision-making- obstacles 10/23/2018 www.AboveorBeyondJM.com 146

137. Leaders & Decisions •Deciding on key investments in your company over the next year may seem like a wildly different thought process than deciding where to take your family on vacation. •Leaders are more likely to make decisions that affect others’ welfare, so their decision-making tendencies can have a far-reaching ripple effect. 10/23/2018 www.AboveorBeyondJM.com 147

138. Leaders & Decisions •Leaders face some common obstacles that get in the way of their decision-making skills •Understanding and overcoming them is essential to breaking destructive decision-making patterns and getting to better outcomes. •Here are six common obstacles and how to deal with them. 10/23/2018 www.AboveorBeyondJM.com 148

139. OBSTACLE 1: PUTTING TOO MUCH IMPORTANCE ON YOUR “ANCHOR” • “The biggest issue when it comes to decision making for managers is this idea of anchors,” • “An anchor is when we place a disproportionate amount of importance on an initial piece of information or data.” • Let’s say you are negotiating to buy a new house. • For some, the anchor will be the list price that the real estate agent shows you on a particular house. • However, someone making strategic decisions will look to the budget as the anchor. 10/23/2018 www.AboveorBeyondJM.com 149

140. OBSTACLE 2: OVERCONFIDENCE • Overconfidence, or excessive optimism or belief in your own judgment, is another trap • “Overconfidence occurs because we are social animals who want to feel good about ourselves–which is often in relation to other people,” • Distance from previous overconfidence-driven decisions may help you see them more clearly. • Think back on cases where you weren’t quite as knowledgeable or good as you thought you were. 10/23/2018 www.AboveorBeyondJM.com 150

141. OBSTACLE 3: CONFIRMATION BIAS • Confirmation bias, in which we look for and interpret information in ways that support what we believe, can be influenced by a decision to be “right” or wishful thinking, • Clues that confirmation bias may be an issue include getting information from the same sources, avoiding information that may hurt your psychological well- being, or “bend” facts to make them support your beliefs. 10/23/2018 www.AboveorBeyondJM.com 151

142. OBSTACLE 4: GROUP THINK • Fear of rejection, embarrassment, or ridicule, or even a more subtle tendency toward agreeing with one voice or approaching problems the “way we’ve always done it,” can lead to group think,, • Group think is when the team tends to gravitate toward one idea on a regular basis instead of challenging norms and coming up with new approaches. • To combat group think, encourage people to challenge norms, • Invite contributions repeatedly. • ‘We want people who believe what we believe, but think differently and bring different perspectives to the table” 10/23/2018 www.AboveorBeyondJM.com 152

143. OBSTACLE 5: PRESENT BIAS • Present bias favors immediate rewards over those in the future. • The problem with present bias is that it inhibits long-term strategy and forgoing short-term gains for long-term benefits. • Overspending, lack of planning, and procrastination can all be signs of present bias. • If you tend to be an impulsive decision maker, impose a “cooling-off” period before you finalize big decisions. • And learn to think about the future ramifications of your decisions—both positive and negative. • “Get in touch with your ‘future self’ by frequently imagining your life 10 or more years from today or maybe even when you’re retired,”. • Think about your career or business similarly when faced with big decisions. 10/23/2018 www.AboveorBeyondJM.com 153

144. OBSTACLE 6: PERSONAL PATTERNS •Reflect on your own personal patterns and motivations in decision making. •Look for areas where you may be particularly strong or where decisions haven’t gone the way you had hoped. •Ego sometimes needs to be checked, to be able to defer to others to bring their specialties through. 10/23/2018 www.AboveorBeyondJM.com 154

145. OBSTACLE 7: UNCONSCIOUS BIAS 10/23/2018 www.AboveorBeyondJM.com 155

146. How to develop Decision Making Skills. •Experience and studying when decisions have gone wrong and gone right is the best way to hone these skills. •We often learn more from our mistakes than from our successes. 10/23/2018 156

147. 8. Political Skills • Every group or organization is, at its core, full of politicking. • People will try to bend rules, gain allies, push their personal agenda, etc., in order to try to get ahead. • An effective leader is a good political player, who knows how the game is played, but can also manage political behavior so that it does not lead to group or organizational dysfunction. www.AboveorBeyondJM.com

148. Political Skills 10/23/2018 www.AboveorBeyondJM.com 158

149. Improving Political Skill 10/23/2018 www.AboveorBeyondJM.com 159

150. How to develop Political Skills. •Similar to many of the more highly-developed leadership competencies, •political skills are learned through experience and learning about people and social dynamics. 10/23/2018 160

151. Lao Tzu 10/23/2018 www.AboveorBeyondJM.com 161

152. 9. Influence Skills. • At its core, leadership is about influencing others, so a great leader is a master of social influence, and able to wield power effectively and fairly. • Calling on your interpersonal ("soft") skills can make you much more influential in a leadership role. 10/23/2018 www.AboveorBeyondJM.com 162

153. INFLUENCE COMMUNICATION 10/23/2018 WWW.ABOVEORBEYONDJM.COM 163

154. Communication is • a huge umbrella that covers and affects all than goes on between human beings 10/23/2018 WWW.ABOVEORBEYONDJM.COM 164

155. Communication is • the single most significant factor that determines the kind of relationships we have and what happens to us 10/23/2018 WWW.ABOVEORBEYONDJM.COM 165

156. Communication is The Life Blood of The Team Timely and Accurate •People who have learned to support and trust one another share what they know freely •Pass on the information that members need to operate more effectively 10/23/2018 www.AboveorBeyondJM.com 166

157. Communication & Conflict 10/23/2018 www.AboveorBeyondJM.com 167

158. This talk/listen cycle helps to keep BP evenly regulated • When we speak our blood pressure goes up • When we are listening attentively in a relaxed manner, blood pressure usually falls • Heart rate slows - below resting level 10/23/2018 www.AboveorBeyondJM.com 168

159. In periods of great stress •communicating with others that pull us through •renewing inner strength •lifting our vision •reaffirming the meaning of life 10/23/2018 www.AboveorBeyondJM.com 169

160. • trustworthy • likeable • represent warmth • represent comfort • represent safety For the message to get through people must believe that you are 170 10/23/2018 www.AboveorBeyondJM.com 170

161. This happens without words We plug into thousands of preconscious cues. 17110/23/2018 www.AboveorBeyondJM.com

162. The Eyes Have It!! IN JUST ONE GLANCE: Adults make trait judgments after viewing faces for only 100ms. Some of the traits we spontaneously attribute to strangers based solely on their face includes – intelligence, honesty, dominance, competence, trustworthiness, and likability. 172

163. Eye Communication •Your #1 skill • BELIEVABILITY • verbal - 7% • vocal - 38% •visual - 55% •connects mind to mind 10/23/2018 www.AboveorBeyondJM.com 173

164. The benefits of Good Eye Communication... •Connects First Brain to First Brain •Use involvement in business/social •5 to 7 seconds of eye contact 10/23/2018 www.AboveorBeyondJM.com 174

167. The First Brain: The Non-reasoning, Non-rational Part • Seat of human emotion • The brain stem –Provide immediate instinctual response • Limbic system –The emotional centre 10/23/2018 www.AboveorBeyondJM.com 177

168. The New Brain: The cerebral cortex Seat of conscious thought • Memory • Language • Creativity • Decision making 10/23/2018 www.AboveorBeyondJM.com 178

169. To Get To The New Brain •The message must first pass through the first brain 10/23/2018 www.AboveorBeyondJM.com 179

170. 180 EFFECTIVE COMMUNICATION… • is based on emotional impact • we must be believed to have impact • ALL FIRST BRAIN LIKABILITY IS THE SHORTEST PATH TO BELIEVABILITY AND TRUST 10/23/2018 www.AboveorBeyondJM.com

171. Good communications means • expressing yourself clearly through verbal and nonverbal language; • listening so that you understand what others are saying 18110/23/2018 www.AboveorBeyondJM.com

172. We spend between 50% and 80% of our waking hours communicating HOW MUCH TIME DO YOU SPEND COMMUNICATING? 18210/23/2018 www.AboveorBeyondJM.com

173. 10/23/2018www.AboveorBeyondJM.com 183 Dress and Appearance o You never get a second chance to make a good first impression o The first 2 seconds programmes the impression o Makes emotional contact o Clothes as costume

174. 10/23/2018 www.AboveorBeyondJM.com 184 The Benefits of Good Posture and Movement o in first impressions posture tells more than clothes o you feel taller and more powerful o you look more confident o eye communication is easier o your movement gives visual variety to the eye of the audience

175. 10/23/2018 www.AboveorBeyondJM.com 185 Voice and Vocal Variety oyour voice is the vehicle of your message oshould be naturally authoritative oput a smile in your voice othe use of a tape recorder

176. 10/23/2018www.AboveorBeyondJM.com 186 THE MIND WORKS BY SOUND o Powerful oral tradition o Preacher, Politician, DJ o You talk to more people than you write to

177. 10/23/2018 www.AboveorBeyondJM.com 187 WHEN PEOPLE CAN’T SEE YOU o(as on the phone) othe intonation and resonance oauditory delivery count for 84% of your emotional impact and believability

178. 10/23/2018 www.AboveorBeyondJM.com 188 THE BENEFITS OF GOOD VOICE AND VOCAL VARIETY oyou are more effective on the phone oyou can transmit more energy and information oyou are attractive to the ear oyou are first brain friendly

179. How to develop Influence Skills. Training in debate helps with making reasoned, well- thought-out arguments. 1 Seeing things from another's perspective can help you understand what they want and allows you to focus on win- win situations. 2

180. 10. Area Expertise/Competence. • Many people might list this first, but in today’s world, knowledge of all aspects of the job is not as important as it used to be. • In high-tech industries, or creative firms, team members may have more relevant knowledge and expertise than leaders. • Still, it is important that leaders develop their expertise in the particular situation, organization, or industry in which they lead. 10/23/2018 www.AboveorBeyondJM.com 190

181. Colin Powel 10/23/2018 www.AboveorBeyondJM.com 191

182. How to Develop Area Expertise. Development is a lifelong process. learn as much as you can about your product, organization, and team members. Study the competitors. Continue your education. 10/23/2018 www.AboveorBeyondJM.com 192

183. Chapter #4 What Could Hold You Back? 10/23/2018 WWW.ABOVEORBEYONDJM.COM 193

184. Self-Evaluation: What could hold you back as a future leader? •*Waiting for the right moment •*Needing approval from others •*The need always be perfect •*Too stubborn to go let go •*Not apologizing for making mistakes •*Not learning from people less than you 10/23/2018 www.AboveorBeyondJM.com 194

185. Self- Evaluation: What could hold you back as a future leader? *Not willing to do something beyond your duties *Spending too long worrying about the outcome *Comparing yourself to others *Not assessing your mistakes *Not working on your weaknesses *Taking life too seriously *Spending too long doing things you don’t like doing 10/23/2018 www.AboveorBeyondJM.com 195

186. Chapter #5 Ensuring Your Success? 10/23/2018 WWW.ABOVEORBEYONDJM.COM 196

187. Ensuring your success. What steps do I take to ensure success? What can I change to safeguard success? 10/23/2018 www.AboveorBeyondJM.com 197

188. Chapter #6 Where Are You Now? 10/23/2018 WWW.ABOVEORBEYONDJM.COM 198

189. Critical Leadership Skills & Abilities 1. Social Intelligence 2. Interpersonal Skills 3. Emotional Skills 4. Prudence 5. Courage Gen-Flexing Teambuilding EQ/EI Critical Thinking Integrity Internal Networking Coaching Transparency 6. Conflict Management 7. Decision Making 8. Political Skills 9. Influence Skills 10. Area Expertise/ Competence Communication 10/23/2018 www.AboveorBeyondJM.com 199

190. Dr. Leahcim Semaj 10/23/2018www.AboveorBeyondJM.com 200

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