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1 1 Emphasize the importance of leadership and provide managers with tools to find opportunities for becoming better leaders Module revision: Module authors: Module name: Holger Blankenstein, October 2009 Teaching objectives: Vincent Hodder Leadership

2 2 Present module objectives Time Introduction 5 minutes 20 minutes 50 minutes 40 minutes 330 minutes 50 minutes 90 minutes Explain importance of leadership Explain some leadership lessons Explain personality types and importance for leadership Explain the 4 Quadrants of leadership Explain empathy as a way to leadership Flow of module Define leadership Why is leadership important? Management and Leadership Skills Role of manager in Volaris Play clips for each lesson and explain takeaways The 4 quadrants and how to select them Empathy exercises -First applied to leaders of first chapter, then self applied -Compare to feedback from direct reports What is the role of the leader? -Create a shared vision, mobilize and inspire, manage for results, develop the team -What makes a leader handout What is MBTI? -Personality types -Management and Organizational styles 40 minutes Key Takeaways 30 minutes

3 Leadership Volaris – Offsite Comercial

4 4 Executive -Builds enduring greatness through a paradoxical blend of personal humility & professional drive Executive Leader -Catalyzes a vigorous pursuit of a clear & compelling vision, stimulating higher performance standards by being center stage Strong Manager -Organizes people & resources towards the effective & efficient pursuit of predetermined objectives Contributing Team Member -Contributes individual capabilities to the achievement of group objectives & works effectively with others in a group setting Highly Capable Individual -Makes productive contributions through talent, knowledge, skills, & good work habits Level 5 Level 4 Level 3 Level 2 Level 1 Leadership is core to becoming a great executive and a great company

5 5 Agenda What is leadership? Why is leadership important? Management goes to the movies Self awareness 4 Quadrant leadership Interacting with others Key takeaways

6 6 Source: Scott Adams, The Dilbert Principle, 1996 Dilbert on the role of the leader

7 7 “I will not shed any tears for any German soldiers who died in this war. They brought it on themselves.” Adolph Hitler Berlin, April 1945 Leader or misleader “Since this country was founded, each generation of Americans has been summoned to give testimony to its national loyalty. The graves of young Americans who answered the call to service surround the globe. Now the trumpet summons us again, not as a call to bear arms, though arms we need; not as a call to battle, though in battle we are; but a call to bear the burden of a long twilight struggle, year in & year out, rejoicing in hope, patient in tribulation, a struggle against the common enemies of man – tyranny, poverty, disease & war itself. Will you join in that historic effort?” John F. Kennedy Inaugural Address. Washington, D.C. January 1961

8 8 Leaders on leaders “If a rhinoceros were to enter this restaurant now, there is no denying he would have great power here. But I should be the first to rise & assure him that he had no authority whatever." G.K. Chesterton, Influential English Writer "The task of the leader is to get his people from where they are to where they have not been." Henry Kissinger "Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." Jack Welch

9 9 Create a shared vision Mobilize & inspire Manage for results Develop the team Set the direction Understand the big picture Communicate the vision Align the team Build enthusiasm Motivate the team Leverage the skills & experience of the team Enable the individuals Stick to a rigorous upfront plan Manage aggressively Troubleshoot Change behavior in response to feedback Develop an exciting plan for growth Be the coach Correct poor performance Measure & communicate performance The Leader has four core responsibilities: The role of the Leader

10 10 Since your birth you have been controlled by a very large number of people with numerous titles -Parents, grandparents, relatives, school teachers, sporting team captains, leaders in community service groups, priests, rabbis, supervisors, superintendents, managers, general managers, executives, CEOs Think about them for a few moments. Then select from them the best leader you have ever had, as you define leadership. You are very grateful for this person – because you gained permanent benefits from that relationship. Call this person “A” Now identify the worst leader you have ever had. You probably have few pleasant memories of you associations with this person. Call him/her “Z” Reflecting carefully on your memories of those two people, complete the exercise What makes a leader? Handout 1

11 11 Most people in authority are NOT Leaders: Most parents, teachers & managers are not leaders Most people who are given managerial roles are promoted because -They are technically competent in a particular profession or trade -Their individual achievements were judged to be acceptable by the people who promoted them -They conformed to the value systems & practices of their organization Very few managers gain their rank by -Demonstrating reliable leadership skills -Establishing & leading strong work groups -Being willing & able to critically evaluate & improve the value systems & practices of the organization Most organizations do not use reliable monitoring methods to assess the positive & negative impacts of their managers on the people who report to them Authority vs. Leadership

12 12 Effective leaders are: Demonstrated ability to empathize with other people’s needs, concerns, & goals Caring Willing to take calculated risks, can handle a certain level of disruption & conflict, & are willing to change their minds when new information comes to light Comfortable with ambiguity Consistent in their interactions & have a strong sense of justice & fairness Just (Fair) Know how to listen closely, run meetings, make presentations, negotiate, & speak in public Excellent communicators Is willing to walk alone & go against the majority to stand up for their values & principles Courageous Enough to know how their own patterns of behavior impact others Self-aware Future-focused Able to create a vision for others to follow Can maintain a positive, focused attitude in pursuing a goal, despite the obstacles Persistent

13 13 Agenda What is leadership? Why is leadership important? Management goes to the movies Self awareness 4 Quadrant leadership Interacting with others Key takeaways

14 14 The importance of Leadership "Great leaders are almost always great simplifiers, who can cut through argument, debate, & doubt to offer a solution everybody can understand." General Colin Powell, Former U.S. Secretary of State “Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered & that gives their work meaning.” Warren Bennis, Pioneer of leadership studies “I obey my manager because I HAVE to… …. I follow a leader because I WANT to. Anon, Manager

15 15 ManagementLeadership Technical skills Develop Plans & budgets Organize tasks & allocate staff Produce output Sell tickets Turnaround aircraft Track revenues & profits Set direction Guide & coach Motivate & inspire Shape behavior & culture Align people Adaptive skills Manage things for resultsLead people for change vs Management vs. Leadership

16 16 Skills in Managing things Skills in Leading people LowMedHigh Med Low Leadership/Management Matrix Where do you sit? The Target Zone

17 17 Discussion: What is the role of a manager in Volaris “What I expect from my senior management in Volaris is simple: 1) Make this company EBIT positive 2) Deliver a superior experience for the customer 3) Do both of these while ensuring the safety and security of our staff and our clients 4) Lead by example But we will not achieve this by doing the same thing today as we did yesterday. Gerentes in Volaris must be focused on continuous improvement of efficiency – both in revenues and costs - they must challenge every activity, every cost, every process – and do it every day. This change is not just a management activity. Gerentes in Volaris must mobilize and inspire everyone in our company to embrace this – only then can we truly achieve our goals.” Enrique Beltranena CEO Volaris

18 18 Agenda What is leadership? Why is leadership important? Management goes to the movies Self awareness 4 Quadrant leadership Interacting with others Key takeaways

19 19 “Full metal jacket” – Tells the story of a group of soldiers that fight in the Tet offensive in Vietnam A two-segment story that follows young men from the start of recruit training in the Marine Corps to the lethal cauldron known as Vietnam The first segment follows Joker, Pyle and others as they progress through the hell of USMC boot-camp at the hands of the colorful, foul-mouthed Gunnery Sergeant Hartman The second begins in Vietnam, near Hue, at the time of the Tet Offensive Movie Plot What makes this person a leader? Discussion questions Lesson Leadership style : Leads with total authority – no questions asked This leadership style is good for employees that need close supervision to perform certain tasks or when there is no room for error Creative employees and team players resent this type of leadership, since they are unable to enhance processes or decision making, resulting in job dissatisfaction Is this person a leader? What is his leadership style? Why does his leadership style work in this situation? Clip Situation : Platoon has just entered boot camp and are being welcomed by their drill sergeant (Play Clip)Play Clip

20 20 “Apollo 13” – Tells the story of one of the greatest challenge’s in NASA’s history Based off of real events of one of the worst NASA tragedy's – it is the true story of the ill-fated 13th Apollo mission bound for the moon America have already achieved their lunar landing goal, so there's little interest in this "routine" flight.. until that is, things go very wrong, and prospects of a safe return fade Movie Plot Is this person a leader? Discussion questions Lesson Leadership style : Listens to the team's ideas and studies them, but will make the final decision When changes arises, this type of leadership helps the team assimilate the changes better and more rapidly than other styles, knowing they were consulted during the decision making process A shortcoming of this leadership style is that it has difficulty when decisions are needed in a short period of time or at the moment What makes this person a leader? What is his leadership style? Why does his leadership style work in this situation? What is different about his leadership style? Clip Situation : Clip takes place right after there has been an explosion on the space ship and prospects of bringing them home safely have faded (Play Clip)Play Clip

21 21 An aging football coach finds himself struggling with his personal and professional life while trying to hold his team together A star quarterback has been knocked out of the game and a naive football player replaces him only to become exposed to the world of sports Meanwhile, the coach finds himself constantly at battle with the team owner's money & power hungry daughter intent on moving the team out Movie Plot Discussion questions Lesson Leadership style : Leads through motivation – gets the team to be effective and efficient Transformational leaders focus on the big picture, needing to be surrounded by people who take care of the details The leader is always looking for ideas that move the organization to reach the company’s vision What makes this person a leader? Is this person a leader? What is his leadership style? What is different about his leadership style? Why does his leadership style work in this situation? Clip Situation : It is half time in the championship game, the sharks find themselves behind and need to come back if they want to win (Play Clip)Play Clip “Any Given Sunday” – Is story about a fictitious football team in Miami trying to win a championship

22 22 In this second adventure, Neo and the rebel leaders estimate that they have 72 hours until Zion falls under siege to the Machine Army. Only a matter of hours separates the last human enclave on Earth from 250,000 Sentinels programmed to destroy mankind. But the citizens of Zion, emboldened by Morpheus conviction that the One will fulfill the Oracles Prophecy and end the war with the Machines- all hope for survival rests with Neo Movie Plot Discussion questions Lesson Leadership style : gives no continuous feedback or supervision because the employees are highly experienced & need little supervision to obtain the expected outcome This type of style is also associated with leaders that -Don’t lead at all -Fail to supervise team members -Have lack of control higher costs -Bad service or failure to meet deadlines 1 2 What makes this person a leader? Is this person a leader? What is her leadership style? What is different about her leadership style? Why does her leadership style work in this situation? Clip Situation : Neo (the one) meets with the Oracle for a last piece of advice before he embarks on his quest to save the humans (Play Clip)Play Clip “The matrix reloaded” – Tells the story of how Neo embarks on a quest to save humans from machines

23 23 Agenda What is leadership? Why is leadership important? Management goes to the movies Self awareness 4 Quadrant leadership Interacting with others Key takeaways

24 24 Effective leaders are: Demonstrated ability to empathize with other people’s needs, concerns, & goals Caring Willing to take calculated risks, can handle a certain level of disruption & conflict, & are willing to change their minds when new information comes to light Comfortable with ambiguity Consistent in their interactions & have a strong sense of justice & fairness Just (Fair) Know how to listen closely, run meetings, make presentations, negotiate, & speak in public Excellent communicators Is willing to walk alone & go against the majority to stand up for their values & principles Courageous Enough to know how their own patterns of behavior impact others Self-aware Future-focused Able to create a vision for others to follow Can maintain a positive, focused attitude in pursuing a goal, despite the obstacles Persistent

25 Effective leaders are: Self aware Do you know how you think, perceive and remember information – Do you know how this impacts others? YouOthers Your behavior patterns impact others Self awareness

26 26 The MBTI is a personality inventory based on the theories of Carl Jung A non-judgmental framework that allows people to gain an understanding of their differences, particularly with respect to: -Energy sources -Information gathering -Decision making -Lifestyle/work patterns More than 50 years of research have demonstrated the reliability & validity of the instrument It is the most widely used self- assessment & team-building tool in organizations today -Currently used by more than 10,000 organizations -Completed by more than 20 million people in the past decade Self awareness Relationship building Team dynamics Develop leaders What is MBTI?

27 27 We are going to use the Myers Briggs Type Indicator as a basis for understanding our cognitive styles Cognitive styles indicate our preferences for learning, decision making & leading Understanding our cognitive style assists us to understand our natural style & be more aware of how we interact with others You should have already answered the electronic test and obtained your MB Type While it may be useful to share your type with the group, you are under no obligation to do so Know thyself Electronic Handout 1

28 28 Extraverting E (outward) I Introverting (inward) Energy Sensing S (details) N Intuiting (big picture) Information Thinking T (logic) F Feeling (values) Decisions Judging J (structure) P Perceiving (flexibility) Lifestyle MBTI preference pairs

29 29 = Realist (STs) = Conceptual (NTs) = Social (SFs) = Idealistic (NFs) The MBTI has 16 personalities in 4 temperaments ISTJ Inspector ISFJ Protector INFJ Foreseer INTJ Strategist ISTP Operator ISFP Composer INFP Advocator INTP Definer ESTP Promoter ESFP Performer ENFP Catalyst ENTP Inventor ESTJ Administrator ESFJ Provider ENFJ Mentor ENTJ Field Marshall

30 30 Sam Walton-Founder & CEO of Wal-Mart

31 31 ESTJ Practical, realistic, matter-of-fact Decisive, quickly move to implement decisions Organize projects & people to get things done, focus on getting results in the most efficient way possible Take care of routine details Have a clear set of logical standards, systematically follow them & want others to also Forceful in implementing their plans ISTJ Quiet, serious, earn success by thoroughness & dependability Practical, matter-of-fact, realistic, & responsible Decide logically what should be done & work toward it steadily, regardless of distractions Take pleasure in making everything orderly & organized - their work, their home, their life Value traditions & loyalty ISTP Tolerant & flexible, quiet observers until a problem appears, then act quickly to find workable solutions Analyze what makes things work & readily get through large amounts of data to isolate the core of practical problems Interested in cause & effect, organize facts using logical principles, value efficiency The ST’s - Practical ESTP Flexible & tolerant, they take a pragmatic approach focused on immediate results Theories & conceptual explanations bore them - they want to act energetically to solve the problem Focus on the here-and-now, spontaneous, enjoy each moment they can be active with others Enjoy material comforts & style Learn best through doing Example: George H.W. BushExample: Tom Cruise Example: Jack NicholsonExample: Sam Walton

32 32 Donald Trump-CEO of Trump Organization

33 33 The SFs - Social ESFP Outgoing, friendly, & accepting Exuberant lovers of life, people, & material comforts Enjoy working with others to make things happen Bring common sense & a realistic approach to their work, & make work fun Flexible & spontaneous, adapt readily to new people & environments Learn best by trying a new skill with other people ISFP Quiet, friendly, sensitive, & kind Enjoy the present moment, what is going on around them Like to have their own space & work within their own time frame Loyal & committed to their values & to people who are important to them Dislike disagreements & conflicts Do not force their opinions or values on others ESFJ Warmhearted, conscientious, & cooperative Want harmony in their environment, work with determination to establish it Like to work with others to complete tasks accurately & on time Loyal, follow through even with small matters Notice what others need in their day-to-day lives & try to provide it Want to be appreciated for who they are & for what they contribute ISFJ Quiet, friendly, responsible, & conscientious Committed & steady in meeting their obligations Thorough, painstaking, & accurate Loyal, considerate, notice & remember specifics about people who are important to them, concerned with how others feel Strive to create an orderly & harmonious environment at work & at home Example: Jerry SeinfeldExample: Donald Trump Example: Kathie Lee GiffordExample: Bill Clinton

34 34 Steve Jobs-Founder & CEO Apple Inc.

35 35 INTJ Have original minds & great drive for implementing their ideas & achieving their goals Quickly see patterns in external events & develop long-range explanatory perspectives When committed, organize a job & carry it through Skeptical & independent, have high standards of competence & performance for themselves & others ENTJ Frank, decisive, assume leadership readily Quickly see illogical & inefficient procedures & policies, develop & implement comprehensive systems to solve organizational problems Enjoy long-term planning & goal setting Usually well informed, well read, enjoy expanding their knowledge & passing it on to others Forceful in presenting their ideas ENTP Quick, ingenious, stimulating, alert, & outspoken Resourceful in solving new & challenging problems Adept at generating conceptual possibilities & then analyzing them strategically Good at reading other people Bored by routine, will seldom do the same thing the same way, apt to turn to one new interest after another INTP Seek to develop logical explanations for everything that interests them Theoretical & abstract, interested in ideas more than social interaction Quiet, contained, flexible, & adaptable Have unusual ability to focus in depth to solve problems in their area of interest Skeptical, sometimes critical, always analytical The NTs - Conceptual Example: Tom HanksExample: Rudy Giuliani Example: Tiger WoodsExample: Steve Jobs

36 36 John F. Kennedy- Youngest president in U.S. history

37 37 ENFJ Warm, empathetic, responsive, & responsible Highly attuned to the emotions, needs, & motivations of others Find potential in everyone, want to help others fulfill their potential May act as a catalyst for individual & group growth Loyal, responsive to praise & criticism Sociable, facilitate others in a group, & provide inspiring leadership ENFP Warmly enthusiastic & imaginative See life as full of possibilities Make connections between events & information very quickly, & confidently proceed based on the patterns they see Want a lot of affirmation from others, & readily give appreciation & support Spontaneous & flexible, often rely on their ability to improvise & their verbal fluency INFP Idealistic, loyal to their values & to people who are important to them Want an external life that is congruent with their values Curious, quick to see possibilities, can be catalysts for implementing ideas Seek to understand people & to help them fulfill their potential Adaptable, flexible, & accepting unless a value is threatened INFJ Seek meaning & connection in ideas, relationships, & material possessions Want to understand what motivates people & are insightful about others Conscientious & committed to their firm values Develop a clear vision about how best to serve the common good Organized & decisive in implementing their vision. The NFs - Idealistic Example: Bill CosbyExample: Martin Luther King Jr. Example: John F.Kennedy Example: Michael Jordan

38 38 Management style preferences Realist (ST)Social (SF)Conceptual (NT)Idealistic (NF) Defining solutions Planning implementati on Real time operational - technical problem solvers Practical, but based on gut feeling of the right direction Real time, operational – people problem solvers Defining problems/opp ortunities Identifying objectives & policies Establishing success criteria Future time, strategic technical problem solvers Ambiguity Creating Feeling Problems/ Opportunities Past time, strategic- people problem solvers Decision making Approach to change

39 39 Organizational style preferences Practical (ST)Social (SF)Conceptual (NT)Idealistic (NF) Practical Bureaucratic Well defined hierarchy Central leader Task oriented Complete control Specificity Fixed rules Productivity Work flow Friendly Hierarchical but open Human qualities of people doing work as individuals Good interpersonal relationships Complex organization Flexibility Changing authority Task forces Goals Clients Effect of environment Macroeconomic Theoretical Completely decentralized No clear lines of authority No central leader Humanitarian General concern for development of employees Personal & humanitarian Structure Interactions Organization goals A. Fabre H. Blankenstein F. Suarez J. Calderoni A. Ascencio Volaris Leaders (tendency) F. Hijar (?)E. Huacuja J. Procell JL. Suarez

40 40 MBTI Key takeaways The MBTI is not an evaluative tool, it indicates only preferences, not limitations -Most people have the ability to operate effectively outside their preferred style MBTI helps us to understand more about the way that we prefer to work & operate -It also assists us in understanding how to get the most out of others Best results are achieved by having multiple types working together -However, opposite types or “shadows”, will have greater difficulties understanding each other  E.g. Practical (ST) & Idealist (NF) Greatest flexibility in an individual comes from conscious efforts to develop “shadow” capabilities – overcoming the internal conflict -Thinkers develop Feeling, Sensors develop Intuition

41 41 Agenda What is leadership? Why is leadership important? Management goes to the movies Self awareness 4 Quadrant leadership Interacting with others Key takeaways

42 42 The Leader's dilemma The Leader’s control spectrum High level of control Low level of control Too much controlToo little control Stifles creativity Does not develop employees Engenders feelings of mistrust and frustration Is inefficient Delays resolution Leads to significant rework Abrogates the leaders responsibility to the organization Is inefficient Both situations are a poor outcome for all concerned

43 43 4 Quadrants of leadership Job Efficiency (Performance) Constructive Energies (Motivation) Productive skills (Capability) Understanding constructive energies and productive skills of our teams helps us to lead our people and manage tasks more effectively

44 44 The four quadrants of leadership Q4 Q3 Q2 Q4 Q3 Low High Colleague’s job efficiency level HighLow Extent of leaders control over colleagues decisions & actions Q1

45 45 Job efficiency is the key to selecting the right Q High Colleague’s job efficiency level Colleague’s job responsibilities & authorities Leader’s strategies Leader’s role strategies Leader’s message High moderate Low moderate Low ConsensusCompliance Co- operation Requiring Partner High Autonomy Delegation Consultant You decide, call me for assist We’ll discuss & we’ll decide ControllerCoach We’ll discuss & I’ll decide I’ll decide Extent of leaders control over colleagues decisions & actions Low Q3Q1Q2Q4

46 46 Q1 – Leader as controller When to choose Employee has low job efficiency for the task Laws, rules or procedures require individual to act in specified ways What it means The leader decides what will be done, how it will be done & when it will be done If the task is not completed in this way the leader is willing & able to take effective remedial action Leaders message I’ll decide Key watch outs Misleading words or body signals can result in confusion –Be clear, no discussion, no negotiation, this is already decided Using Q1 does not mean no explanation, only no discussion

47 47 Q2 – Leader as coach When to choose Employee has low moderate job efficiency for the task What it means The leader & the individual will discuss, & the leader will make the final decision after the discussion Frequently, all employee suggestions will be acted upon -Where this is not the case the leader will coach the employee & explain where he could have improved his recommendations Leaders message We’ll discuss, I’ll decide Key watch outs Empathic leaders are honest -If the decision is already made, use Quadrant 1 -Don’t think that employees will not notice

48 48 Q3 – Leader as partner When to choose Employee has high moderate job efficiency for the task What it means The leader & the individual are in similar positions to make a contribution to the task. -Both have useful information or experience required to make a correct decision Leaders message We’ll discuss, We’ll decide Key watch outs Where agreement can not be reached, the leader must either move to Q2 or Q4 -When changing the quadrant, the leader must explain this to the employee The leader can not make the decision alone if he has selected Q3

49 49 Q4 – Leader as consultant When to choose Employee has high constructive energies & high productive skills for the task What it means The individual has a higher job efficiency for the task & is better able to complete it than the leader Leader provides suggestions, information, resources & support if requested by the individual Leaders message You decide, call me if you need help Key watch outs Is often avoided by managers, often because of a perceived threat from an employee who is capable of significant autonomy However, only use Q4 when the employee has earned the right by proving high constructive energies & high productive skills

50 50 How to select the right quadrant What precisely am I asking the employee to do? Define the task clearly and ensure that the employee always knows exactly what you are asking them to do Vague task definition, conflicting priorities and unclear objectives are signs of mediocre management What is the employees job efficiency for this task? Identify where the employee will be on the constructive energies dimension? Identify where the employee will be on the productive skills dimension? Using our empathy will enable us to see the world from the individuals point of view and create an accurate rating Always notify the employee which quadrant you have selected at the beginning of the discussion by stating the leaders message

51 51 Agenda What is leadership? Why is leadership important? Management goes to the movies Self awareness 4 Quadrant leadership Interacting with others Key takeaways

52 52 Leaders impact our emotional responses Go back to the “Leaders I have known” exercise and think again about your two leaders A and Z To evaluate their interactions with you and what that made you feel. Mark each row on the handout with the a letter A representing where leader A sits on each continuum, and then perform the same for leader Z To score use the rating numbers at the top of the form and use the following scale Rating Score Handout 2

53 53 Empathy is the core of leadership AGAPE TRUTH POWER Leaders exercise POWER with fairness, tolerance, justice and compassion Leaders prize the TRUTH and are known to be honorable and trustworthy Leaders feel AGAPE for their people “Agape” is Greek and means love of all people; actively seeking their highest welfare EMPATHY

54 54 Every action has an equal and opposite reaction If you treat people with -Anger -Abuse -Disrespect They will respond with -Anger -Frustration -Resentment Creating destructive energy leads to poor performance

55 55 Your objective should be to create a positive emotional response in your team If you treat people with -Empathy -Fairness -Respect They will feel -Valued -Important -Motivated Treat your team as you would like to be treated!!!

56 56 Leadership or just common sense? The Golden rule is true in all major religions This is the sum of duty: Do naught unto others which would cause you pain if done to you Mahabharata 5: 1517 HINDUISM: Hurt not others in ways that your self would find hurtful. Udana-Varga 5:18 BUDDHISM: Surely it is the maxim of loving kindness: Do not unto others what you would not have them do unto you. Analects 15:23 CONFUCIANISM: What is hateful to you, do not to your fellowman. That is the entire Law; all the rest is commentary. Talmud, Shabbat 31a JUDAISM: All things whatsoever ye would that men should do to you, do ye even so to them. Matthew, 7:12 CHRISTIANITY: No one of you is a believer until he desires for his brother that which he desires for himself. The Koran ISLAM:

57 57 Use your interactions with team members to create constructive energies CREATIVE…CONSTRUCTIVE DESTRUCTIVE…DISRUPTIVE Hatred Disapproval Rejection Humiliation Inferiority 3 Insecurity Anxiety Fear Anger Boredom 2 Bodily pain Illness 1 Self-rejection Guilt Self-disgust Failure Depression 4 Cynicism Futility Apathy Despair 5 2 Security Safety Trust Serenity Delight 1 Bodily comfort Health 5 Self- transcendence Meaning Fulfillment Hope AMBIVALENT 4 Self-esteem Loyalty-values Self- actualization Achievement Faith 3 Love Approval Acceptance Recognition Self- confidence

58 58 The leader's energy focus Hostility Neutrality Empathy Colleagues are victims Colleagues are objects Colleagues are People Managers and colleagues are Victims Identification “Business is business. You can’t afford to have feelings on this job. So I stay objective. It keeps me from getting mixed up with my subordinates’ problems. I’ve got enough of my own, anyway” “I understand the difficulties you are facing, I’m happy to spend some time with you to help you work through them, then you can work through the solutions ” “I’m so desperately worried that you didn’t get that promotion I recommended. It’s giving me insomnia.” … “I couldn’t tell her the full story about shortcomings in her performance because I couldn’t handle the upset it would cause ” “They are driving me around the twist.”…”These idiots would make a saint swear.”…”Can’t you do anything right, you’re hopeless”

59 59 Managers who are leaders high in empathy Avoid destructive criticism -This forces victims to become defensive and defensive people do not grow. They have to use so much energy protecting themselves from external attack that they have neither the wish nor the time to attempt much self-understanding. They can also enjoy revenge by reminding themselves that for every fault of theirs which has been “pointed out” they can find at least ten in the powerful person who has been threatening them Maintain comfortable, informal, safe, honest relationships with their people -They encourage them to critically evaluate both themselves and their leaders. They welcome comments which will increase their insights into the positives and negatives of their own leadership practices Produce followers who are empathic about them -This is a most important success. Leaders must understand followers. And the reverse process is equally desirable. Tow-way empathy is a very obvious characteristic of the best leader-colleague relationship. Then both participants cooperate effectively, not because they have to but because they want to

60 60 Rating Score Handout 3 Now perform exactly the same analysis, but this time, put yourself in the position of your team In their position, how would you rate your own performance on the dimensions of empathy To score use the rating numbers at the top of the form and use the following scale How do you rate?

61 61 The evaluation tests a subjective emotional response -What the direct report perceives, not what the leader intends Our intention is to create a positive emotional response in our team members -To move them to/with not away/against Different people will have different reactions to exactly the same stimuli -Important to alter the nature of our interactions based on the character of the people involved Almost all of us have the potential to improve our empathy with our teams While we may treat each person the same their reaction may be very different

62 62 Identifying positions on the leaders energy focus This practice session is an opportunity to identify different positions on the Leader’s energy focus While you do not have the verbal or body language clues, you should have no difficulty identifying which position on the Leader’s energy focus is represented by each statement Write the first letter of the corresponding position on the leader’s energy focus next to each statement in response to the scenario Handout 4

63 63 Summary: Empathic leaders… Don’t waste time wondering about the following questions: Am I changing, in mind, body and behavior? Is my family changing? Is my organization changing? Is my society changing? You already know the answers to each of those queries. 2.Keep Asking and finding answers to these questions. Then concentrate on the characteristics you can improve. These are likely to include –  Care of your body  Intellectual skills, such as remembering, concentrating, thinking, reasoning  Functioning intelligence  Reading speed  Vocabulary  Verbal fluency, accuracy and spontaneity  Time management  Technical proficiency  Professional growth  Insight into your effects on others  Demonstrated empathy  Relationships with family, friends, colleagues and others  Tolerance for stress  Relationships with yourself  Setting and achieving goals  Contributions to work teams  Finding satisfying meanings in your life  And many other characteristics which you can progressively improve if you work at that task. Refer to the Personal Resource Check List in Section D. Only a few of those items are sometimes beyond your control. On each of the others you can strive to live in the “Mostly” column. Ignore or allow poor performance Pretend to be interested in others when they are not Flatter or deceive their colleagues Behave submissively or destructively See things through their colleagues’ eyes and show that they understand how it feels to be them Set achievable goals Encourage and coach them to maintain maximum performance Enable them to be open, honest and genuine Listen sensitively Show others that they care about them Keep their word Gain and give trust and respect Practice what they preach. Walk their talk Earn the right to be recognized as true leaders Do not… Do…

64 64 Agenda What is leadership? Why is leadership important? Management goes to the movies Self awareness 4 Quadrant leadership Interacting with others Key takeaways

65 65 Create a shared vision Mobilize and inspire Manage for results Develop the team Set the direction Understand the big picture Communicate the vision Align the team Build enthusiasm Motivate the team Leverage the skills and experience of the team Enable the individuals Stick to a rigorous upfront plan Manage aggressively Troubleshoot Change behavior in response to feedback Develop an exciting plan for growth Be the coach Correct poor performance Measure and communicate performance The Leader has four core responsibilities: Making teams more effective means leading more effectively

66 66 The vision is a clear goal that unites the team in a common purpose Fly Safely and Efficiently Be the Lowest Cost of our Competitors With Excellent Customer Service The airline of choice for the passenger “Trascender al crear y vivir las mejores experienias de viaje” Volaris Vision:

67 67 Create a shared vision Mobilize and inspire Manage for results Develop the team Set the direction Understand the big picture Communicate the vision Align the team Build enthusiasm Motivate the team Leverage the skills and experience of the team Enable the individuals Stick to a rigorous upfront plan Manage aggressively Troubleshoot Change behavior in response to feedback Develop an exciting plan for growth Be the coach Correct poor performance Measure and communicate performance The Leader has four core responsibilities: Making teams more effective means leading more effectively

68 68 Ethos = ValuesPathos = EmotionsLogos = Knowledge Convince them that you are good, trustworthy, reliable, fair and empathic Appeal to their values, emotions, motivations Win their hearts Give them objective data you want them to understand and state the actions you wish them to complete Inspire and align the team to the goal by drawing on their values, emotions and reason If the team is not united in belief in the goal the team will FAIL

69 69 Build empathic relationships with the team Hostility Neutrality Empathy Team members are victims Team members are objects Team members are People Managers and Team members are victims Identification Treat team members as people, not objects

70 70 Use your interactions with team members to create constructive energies CREATIVE…CONSTRUCTIVE DESTRUCTIVE…DISRUPTIVE Hatred Disapproval Rejection Humiliation Inferiority 3 Insecurity Anxiety Fear Anger Boredom 2 Bodily pain Illness 1 Self-rejection Guilt Self-disgust Failure Depression 4 Cynicism Futility Apathy Despair 5 2 Security Safety Trust Serenity Delight 1 Bodily comfort Health 5 Self- transcendence Meaning Fulfillment Hope AMBIVALENT 4 Self-esteem Loyalty-values Self- actualization Achievement Faith 3 Love Approval Acceptance Recognition Self- confidence

71 71 Create a shared vision Mobilize and inspire Manage for results Develop the team Set the direction Understand the big picture Communicate the vision Align the team Build enthusiasm Motivate the team Leverage the skills and experience of the team Enable the individuals Stick to a rigorous upfront plan Manage aggressively Troubleshoot Change behavior in response to feedback Develop an exciting plan for growth Be the coach Correct poor performance Measure and communicate performance The Leader has four core responsibilities: Making teams more effective means leading more effectively

72 72 Apply the right level of control to team members for different tasks The Leader’s control spectrum High level of control Low level of control Too much controlToo little control Stifles creativity Does not develop employees Engenders feelings of mistrust and frustration Is inefficient Delays resolution Leads to significant rework Abrogates the leaders responsibility to the organization Is inefficient Motivates and develops the team

73 73 Asignación de recursos Procedimientos de control para facturación, cobranza, auditorias y contraloría Procedimientos de control para aspectos financieros y de rentabilidad Proyecto de inversión Convocatoria (bases de concurso para selección de proveedor de servicios de carga) Estudio Técnico (Infraestructura) A detailed workplan is essential to assure good results in the desired time frame Dirección General Dirección Finanzas Dirección Técnica MilestonesHitos Hoy 1ª. Jul’08 2ª. Jul’083ª. Jul’084ª. Jul’08 Evaluación y definición del proyecto (100%) Definición y autorización de estructura (Headcount de carga) Desarrollo de manuales, procedimientos y reglamentación operativa Integración al sistema de calidad, auditorias de evaluación del proveedor Intercomunicación entre áreas operativas, coordinación de Aeropuertos Seguridad en aviación, materiales restringidos. Peso y balance, capacidades, load factor

74 74 Create a shared vision Mobilize and inspire Manage for results Develop the team Set the direction Understand the big picture Communicate the vision Align the team Build enthusiasm Motivate the team Leverage the skills and experience of the team Enable the individuals Stick to a rigorous upfront plan Manage aggressively Troubleshoot Change behavior in response to feedback Develop an exciting plan for growth Be the coach Correct poor performance Measure and communicate performance The Leader has four core responsibilities: Making teams more effective means leading more effectively

75 75 Developing the team Motivate and develop your team Develop your replacements Make the team grow as a team Help your employees to become good leaders

76 76 If you only take one thing away from today.... Empathy is the core of Leadership Treat others as you would like to be treated!!! Handout 5

77 77 Key takeaways Authority is not leadership – not all people in authority positions are leaders Management is not leadership – not all people in management positions are leaders -Managers: Manage for results -Leaders: Lead people for change An effective leader: -Creates a shared vision -Mobilizes and inspires -Manages for results -Develops the team Good leaders know how their own behavior patterns impacts others There are different types of leaders - No one type of leadership is better than the other


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