1. Breakthrough Leadership for Organisational Excellence

2. 1.0 Introduction

3. Expectations From the Program

4. Objective of This Program
Impart managerial and leadership skills to enable employees to discharge their current roles effectively and prepare for future leadership roles and positions.

5. Training Program Objectives
Understand how to manage change
Developing leadership qualities
Understand how to nurture your team through
Delegating
Coaching and mentoring
Motivating
Feedback
Understand the process of setting goals
Reflect on the art of decision making
Understand effective ways of conflict resolution

6. 2.0 Managing Change

7. Module Objectives – Managing Change
By the end of this module you will be able to
understand:
What is change
RONC (risk of not changing)
The different stages one undergoes when there is a change
Where you stand on your ability to change
The difference between first-order and second-order change
Simple steps to be followed for proactive change

8. What is Change? Change is Differences in the way things are or
Making things different.

9. Risk of not changing or RONC =
opportunity lost + loss in existing business.
People and organizations either change or they become victims of change.
- Unknown

11. Change can be reactive or proactive
Change before it comes.
- Jack Welch

12. Planned Change
Involves activities that are intentional and goal- oriented
The goals of planned change
Improve the ability of the organization to anticipate and adapt to changes in its environment.
Change in employee behavior
Based on the magnitude, planned change can be first-order change or second-order change.

13. ADKAR Model Post Implementation Implementation Concept and Design
Post
Implementation
Implementation
Concept and
Design
Business Need
Awareness Desire Knowledge Ability Reinforcement
Diagram 2 – ADKAR Model
Successful
Change

14. How Can You Learn Mastery Of The Process Of Change?
Make change the norm
Keep the rules to a minimum
Move people around
Hire for hybrid vigour
Shake it up and keep shaking
Change a little often

15. Summary of Learning - Managing Change
In this module, you learnt that:
Change is inevitable. The risk of not changing is very high.
We need to look at change proactively.
An important leadership task is to take people through change
The ADKAR model is one that can be used successfully to take people through change.
You also graded yourself on your ability to cope with change

16. 3.0 Developing Leadership Qualities

17. Module Objectives – Developing Leadership Qualities
By the end of this module you will be able to understand:
The true meaning of leadership
The skills required by a leader
The behavioural qualities that a good leader should possess
Rate yourself on your leadership qualities
You will also Identify your leadership style and how to flex it for greater effectiveness.

18. Leadership Is The Ability To Influence The Thoughts And Actions Of People Around You
Supporting Team Members Is The “Primary Purpose” For Which The Leader Exists. This is Value-Added Leadership

19. Leadership model

21. The Nine Faces of Leadership
Charisma
Individual Consideration
Intellectual Stimulation
Courage
Dependability
Flexibility
Integrity
Judgment
Respect for Others

22. NO INFLUENCE
CONTROL
INFLUENCE

23. Leadership Style What is Leadership style?
It is pattern of behaviour you use when you are trying to influence the behaviours of others as perceived by others.
It involves problem solving and decision making processes.

24. Situational Leadership® II
Situational Leadership® II is a model for developing people and a way for leaders to help their employees become self-reliant achievers.
It is a strategy for releasing energy and creativity in the organization and for aligning individual and organizational goals.
Situational leaders, and the people they manage, are more skillful, adaptable, and open to new challenges.

25. Situational Leadership® II
Why is Leadership Style Situational? 
Individual behavior is not consistent.
Different people behave differently.
Certain situations may demand a specific style.
The three skills of Situational Leadership® II
Flexibility 
Diagnosis 
Contracting for Leadership Style

26. Skills of Situational Leadership II®
To avoid using the wrong style at the wrong time with
a wrong person and help followers grow, a leader
needs to have the following situational leadership
skills
Flexibility
The ability to change your leadership style to the
needs of the follower in a specific situation

27. Diagnosis
The ability to accurately assess the needs of the
follower in a specific situation
Partnering for performance
The ability to reach a mutual understanding with each
follower regarding the leadership style which most
effectively meets his/her present needs in a specific
situation. This opens up communication and helps
the leader and the follower to focus on achieving
organizational goals.

29. Four Leadership Styles
S S 1 Directing
S S 2 Coaching
S S 3 Supporting
S S 4 Delegating

30. Directing High directive, low supportive
Leader defines the role of the followers
Problem - solving and decision making initiated by the leader
One way communication

31. Coaching High directive, high supportive
Leader now attempts to hear follower’s suggestion, opinions and ideas
Two - way communication
Control over decision-making remains with the leader

32. Supporting Low directive, high supportive
Leader actively hears follower’s suggestion, opinions and ideas
Two way communication
Control over decision making remains with the follower’s

33. Delegating Low supportive, Low Directive
Leaders discusses problems with the followers
Seeks joint agreement on problem definition
Decision making is handled by the subordinate
They ‘run their own show’

34. The 4 styles vary in the… Amount of direction Amount of support
Amount of followers’ involvement in decision making

35. What a leader does in EVERY style….
Sets goals
Observes and monitors performance
Gives feedback

36. Leaders need to provide their people with what they
can’t do for themselves at the present moment
The effectiveness of a leader is based on the
accuracy of the match between style and
development level

37. How To Lead Analyse the issue dispassionately and objectively
Try to get to the root of the issue and the underlying cause
Classify the issue into a knowledge/ skill/attitude or
external block issue
Identify the right leadership style to use
Take team member/subordinate acceptance
Use the identified style
Get feedback

38. Summary of Learning – Developing Leadership Qualities
In this module, you learnt that:
The objective of a corporate leader is to achieve the defined goals/targets, through his/her team. S/he supports the team members by applying four leadership skills, namely communication, feedback, on-the-job training and recognition
The nine faces of leadership are Charisma, Individual Consideration, Intellectual Stimulation, Courage, Dependability, Flexibility, Integrity, Judgment and Respect for others

39. Contd…
A leader should focus on what s/he can influence or control, and continuously expand his/her circle of influence and concern.
The differences between a manager and a leader
The principles of Situational Leadership II.
You also identified your managerial style, the pluses and minuses of your style and how to flex it.

40. 4.0 Decision Making

41. 4 Types of Decision Makers
Commanders – The impatient type. Jump into quick decisions.
Convincers - The persuader‑promoter types. Tend to act on their emotions, deciding quickly on whatever feels good.
Carers - Decide based on feelings but concerned about others. Will take a long time (perhaps too long) to decide.
Calculators - Perfectionists. Want all the information before making a decision
Doroty Leeds in Smart Questions: A new strategy for successful managers

42. How to Maintain Objectivity in Decision Making
Realise that you may be experiencing stress
Beware of heavy emotional leaning, one way or another
Are you motivated by a hidden agenda
Is it wishful thinking
Don’t make decisions based on assumptions about what ‘everybody knows’
Don’t lose sight of the big picture
Remember to check your decisions continually as you carry them out
Seek as much good, objective advice as you can

43. How To Give Your Decisions The Acid Test
Find a devil’s advocate
Pretend you are an outsider
Investigate your information
Ask yourself how comfortable you are in explaining your decision to someone else
Check that you are not vacillating
David W. Johnson, Prof of Social Psychology, University of Minnesota

44. Summary of Learning – Decision Making
In this session your learnt:
That mere framing of a issue can change the decision
The four types of decision makers
What you need to do to counter balance your own style of decision making
Simple steps for effective decision making
The pitfalls of group think

45. 5.0 Delegation

46. Module Objectives - Delegation
By the end of this session you will be able to:
Identify the steps in the delegation process
Understand the situational aspects of delegation
Identify and understand what to delegate
In this session you will also learn the skill to delegate

47. Delegation means giving the person authority and latitude to complete the task. In other words, it means empowering the person to complete the task.

48. What is Delegation? It is more than assigning work to someone else
It means making the person accountable for results
It means providing the necessary guidance
Delegation is Not Equal to Abdication

49. Theory of Multiplication Think About This!!
Most managers realize they are in their current role because they are good at what they do or did, in their previous role.
Often, managers would love to duplicate themselves (or their best workers).
That’s a good idea! That is one of the purposes, and the result of delegating to, and empowering our employees!

50. Benefits of Delegation
It reduces your own task load.
It helps employees make their best contribution to the productivity of the team.

51. Tasks to Delegate
Routine
Trivia
Special skills
Chores
Pet projects

52. Tasks Not to Delegate Ritual Policy making Specific personnel matters
Crises
Confidential matters

53. Summary of Learning In this session, you
Learnt the steps in the delegation process
Learnt the situational aspects of delegation
Learnt what to delegate and what not to delegate
In this session you also assessed your delegation ability and learnt the skill to delegate

54. 6.0 Coaching and Counseling

55. Module Objectives – Coaching and Counseling
By the end of this session you will be able to:
Determine the difference between a coaching and a counseling situation.
Describe the characteristics of effective coaches and counselors.
Identify work situations that may require coaching or counseling
Identify how to prepare for a coaching or counseling situation.
Conduct effective coaching or counseling sessions.
Recognize obstacles that may prevent you from conducting effective coaching and counseling sessions.

56. Coaching
A process of building a working environment and relationships that enhances the development of skills and the performance of one or both parties.

57. Counseling
A supportive process by a leader to help an employee define and work through personal problems that affect job performance.

58. Step Meeting Process - Coaching
Find Resolution
Step 4
Reach agreement
Step 3
Discuss your views
Step 1
Start the
meeting
Step 2
Get employee’s
views
Step Meeting Process - Coaching

59. 3 Keys to Good Coaching Sessions
Preparation! 
Preparation!

60. Most Common Coaching Barrier
Managers fail to document performance problems.

61. Summary of Learning - Coaching and Counseling
In this module, you:
Learnt that coaching is a process of building a working environment and relationships that enhances the development of skills and the performance of one or both parties
Learnt that counselling is a supportive process by a leader to help an employee define and work through personal problems that affect job performance
Identified situations where coaching and counseling are used
Understood the difference between the two and the common mistakes made by leaders in coaching and counseling

62. 7.0 Feedback

63. Module Objectives - Feedback
By the end of this module, you will
Understand the process and importance of giving and receiving feedback
Understand how to put structure into your feedback
Identify the dynamics of the feedback process

64. Feedback is a gift that you can give or receive from someone
Why is feedback a gift?
Because if used judiciously, it can develop and/or motivate a person

65. What is feedback?
Information on past or current performance which allows people to maintain or change behaviour

66. Two Kinds of Feedback Motivational Developmental
Feedback that reinforces a behaviour you want to see continued.
Developmental
Feedback you give to change or modify behaviour

67. Some Golden Rules of Giving Feedback
Give timely feedback
Don’t focus on the person
Be specific
Focus on the behaviour without labeling or judging
Don’t genaralise; be specific
Deliver timely feedback

68. Feedback should be structured in three parts
What worked
What didn’t work or got stuck
What we can do differently

69. Simple Rules for Giving Developmental Feedback
Check that the receiver wants the feedback
Private place
No third parties
No interruptions
Keep your emotions under control
Be specific and focus on the behaviour
Give your personal view

70. Simple Rules for Receiving Developmental Feedback
Listen to what is being said
Do not justify or defend your actions
Thank the other person for their time

71. Simple Rules for Using Developmental Feedback
Think before you act
Separate the perception from the fact and then act

72. The DASR formula
Describe
Acknowledge
Specify
Reaffirm

73. Looking at Looking
A big part of the 360 degree input process is observing. To make it work, it is important to understand not only how to observe, but what to observe. It’s not as hard as you might think.
Quite simply, you will need to learn to observe behaviours. What is a behaviour?

74. A Behaviour is something a person says or does. It is a FACT!
Pinpointing is identifying a specific behaviour. (“Twice in the meeting, John raised his voice and threw down his pencil”)
Labelling is making a general statement about a person based on isolated behaviours. (“John is an aggressive person...a real hothead!”)
Judging is interpreting a behaviour and assigning your own meaning to it. (“ John doesn’t like Planners!”)

75. Summary of Learning - Feedback
In this module you have learnt:
The importance of giving and receiving feedback
How to put structure into your feedback
To identify the dynamics of the feedback process
How to give and receive feedbck

76. 8.0 The Wheels of Motivation

77. Module Objectives – The Wheels of Motivation
By the end of this session you will be able to:
Understand the meaning of motivation
The importance of motivating one’s team
Understand and implement simple steps to follow in motivating one’s team
Identify the source of personal motivation in your life.

78. ‘Motivation’ is the term used to describe those processes, both instinctive and rational, by which people seek to satisfy the basic drives, perceived needs and personal goals, which trigger human behaviour.’ Cole, 1995

79. Physical need/drive Behaviour Satisfaction/Frustration
Stimulus Response Outcome
Social / intellectual/ Behaviour Satisfaction/Frustration
Emotional need

80. The only kind of person who is not motivated is a dead one
- Anonymous

81. How Do You Motivate Your People
Define the mission or purpose of the group
Communicate your vision to the group
Create a good measurement and feedback system for employees
Give recognition timely

82. Benefits of Personal Motivation
Higher productivity and satisfaction both on the job and in personal life
More creative way of working as the mind is more focused
Improved delegation helps to free time besides being a powerful developer and motivation of your subordinates
Can devote more time to important things such as planning, subordinate development, quality improvements. These in turn, free more of your time from crisis, mistakes and fire fighting.
A feeling of self-mastery grows.
Begin to conserve more energy as things get more organised

83. Summary of Learning – The Wheels of Motivation
By the end of this module, you learnt:
Why managers need to motivate their teams
Simple steps to be followed in motivating one’s team
The importance of personal motivation
You also identified the centres of motivation in your life.

84. 9.0 Goal Setting

85. By the end of this session you will be able to:
Understand the need, importance and meaning of goal setting
Understand how to set goals

86. The Management Challenge
Time
Achievement
Resources

87. The Management Handshake
Resources
Direction
(Goals/Objectives)
Support
MANAGER
Successful
Business
Outcomes
EMPLOYEE
Employee Growth
(Skills, Experience,Confidence)
Reports

88. Need for Alignment

89. Summary of Learning In this session, you learnt:
The importance and meaning of goal setting
How to set goals

90. 10.0 Resolving Conflicts

91. Module Objectives -Resolving Conflicts
By the end of this session you will be able to:
Understand the meaning of conflict
A few truths about conflict
How to resolve conflict using the Thomas-Kilman model

92. Conflict is process in which an effort is purposely made by A to offset the efforts of B by some form of blocking that will result in frustrating B in attaining his or her goods or further his or her interests.

93. Truths About Conflicts
Conflict is inevitable
Conflict is not a dirty word
Conflict arises for many reasons and can take many forms

94. Thomas-Kilman Model Accommodating Avoiding
(Extent to which you try to meet your own needs)
Assertiveness
Cooperativeness
(Extent to which you try to meet the needs of others)
Accommodating
expedient, mutually
acceptable;
middle ground
'split the difference'
exchange concessions
Avoiding
side stepping, postponing, withdrawing
Compromising
giving in,
yielding,
obeying
Competing
Using power
to win
Collaborating
Digging in; identifying alternatives; exploring differences; being creative

95. Conflict Management: How to Defuse Explosive Situations
Refuse to take things personal and do not get personal in return
Sharpen your listening skills
Keep your cool
Seek agreement wherever possible and downplay areas of disagreement
Determine if the argument can be settled here and now in an amicable fashion
If you can settle he argument here and now, by all means do
Set up a follow-up meeting
Last but not least, make an honest effort to understand the other person.

96. Seven Most Frequently Used Options for Resolving Inter-department Conflicts
Rules and procedures
Hierarchy
Planning
Liaison roles
Task forces
Teams
Integrating departments

97. Summary of Learning In this module you:
Learnt the definition of conflict
Learnt that conflict is inevitable, not a dirty work, arises for many reasons and can take many forms
Understood how to resolve conflicts using the Thomas-Kilman model
Identified how you normally handle conflicts