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Breakthrough Leadership for Organisational Excellence

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Presentation on theme: "Breakthrough Leadership for Organisational Excellence"— Presentation transcript:

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


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

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