1. LEADERSHIP AND MANAGEMENT STRATEGIES TO ACHIEVE HIGH PERFORMANCE

2. PROGRAM SESSION 1- WHAT IS THE DIFFERENCE BETWEEN HIGH PERFORMING AND LOW PERFORMING LEADERS AND TEAMS MANAGERS? SESION 2- LEADERSHIP SELF IMAGE AND CHANGE. SESSION 3- SELF MANAGEMENT,STRESS & PUBLIC PERCEPTION.

3. MANAGEMENT “ AN 0PP0RTUNITY FOR THE PSYCHOLOGICALLY UNBALANCED TO INFLICT THERE PERSONAL PROBLEMS ON UNWITTING STAFF’’ THE AGE

4. The Three Core Processes 1 Strategy Process 2. People Process 3. Operation Process

5. The hardware of the computer is useless without the right software HARDWARE Organisational structure. Strategy Financial reports. SOFTWARE Values. Beliefs. Norms of behaviour.

6. TOYOTA WAY TOYOTA BELIEVES THERE ONLY SOURCE OF COMPETITIVE DIFFERENTIATION IS THERE EXCEPTIONAL PEOPLE.

7. HIGH PERFORMING TEAMS WHAT SETS APART HIGH PERFORMING TEAMS FROM LOW PERFORMING TEAMS?

8. Leaders and Managers What are the talents AND COMPETENCIES of high performance Leaders ? What are the talents AND COMPETENCIES of high performance Managers? Are they different ? Can you do both?

9. Performance and High Performance Managers are satisfied when things go smoothly and Leaders are dissatisfied when things don’t change for the better.. He is practicing to maintain his game rather than practicing to improve it.”

10. FOUR INTELLIGENCES INTELECTUAL INTELLIGENCE- IQ MIND EMOTIONAL INTELLIGENCE-EQ HEART PHYSICAL INTELLIGENCE- PQ BODY SPIRITUAL INTELLIGENCE-SQ SPIRIT

11. Engagement Energy is the common denominator in our lives. Full engagement requires drawing on four related sources of energy -Physical -Mental -Emotional -Spiritual

12. 1 YOUR STATE AND ENERGY what state are you in ?

13. Leaders High performance Leaders rally people to a better future. Whenever a person strives to see a better future –you see leadership. Pre-occupation with the future, a belief that things can get better. Despite their realistic assessment of current challenges

14. LEADERSHIP- THE FUTURE STRATEGY SUCCESS IN THE WORLD OF THE FUTURE REQUIRES AN ABILITY TO REDISIGN WHAT WE DO IN THE PRESENT

15. Managers Make others more productive, helping others grow. They possess a coaching instinct. Managers are deeply preoccupied with making their people successful. Never make people feel they are a means to an end. To manage effectively you must care about the well being and success of each of your team.

16. THE BASICS OF GOOD MANAGEMENT 1.EMPLOY THE RIGHT PERSON 2.DEFINE CLEAR EXPECTATIONS 3.PRAISE AND RECOGNITION 4.SHOW YOU CARE

17. Employ the Right Person Best predictor of Future Behaviour is Past Behaviour

18. Praise and Recognition Good managers know the power of praise They know that it isn’t merely the reaction to a great performance, it is the cause of it Excellence is rarely a function of a one off achievement, rather a result of repeated practice and incremental improvement

19. Define Clear Expectations Confusion retards everything Research Shows only 50% of employees claim that they know what is expected of them Managers bring clarity

20. Leadership Competencies Self- Awareness 1 Accurate self- assessment Self Management 1Adaptability 2 Emotional self control 4 Achievement 5 Initiative 6 Optimism Social – Awareness 7 Empathy 9 Service Relationship Management 10 Inspirational Leadership 12 Developing Others 13 Change catalyst 16Teamwork and collaboration

21. LEADERSHIP SELF IMAGE AND CHANGE

22. CHANGE- BIASES AND LIMITATIONS 90% OF ALL INFORMATION WE ARE SEEKING AIMS AT SUPPORTING VIEWS AND BELIEFS OR HYPOTHESIE THAT WE HAVE LONG CHERISHED

23. THE BRAIN IS A CONNECTION MACHINE WE ARE ALL HARDWIRED Thoughts, memories, skills, experiences create a web of complex chemical pathways or neurotransmitters forming our mental maps.

24. BIASES AND LIMITATIONS WE TEND TO REMEMBER INFORMATION THAT SUPPORTS OUR BELIEFS FAR BETTER THAN INFORMATION THAT DISPROVES THEM.

25. Up Close No Two Brains Are Alike 100 Billion Neurons 100,000 Dendrites to each Neuron. 300 Trillion Constantly Changing Connections

26. OUR HARDWIRING DRIVES AUTOMATIC PERCEPTION We process any idea in a fraction of a second and compare it to our pre existing hardwiring or maps. New data is compared to our existing maps. Any new idea,face or new way of thinking.

27. New Art for Leaders – Changing the way people think People tend to fight hard to hold on to their view of the world. When external realities change, people’s internal realities often don’t change as quickly. Some peoples’ maps are out of date. Help people let go of mental frames that are holding them back.

28. Old Methods of Transforming Performances That Don’t Work Telling Solving problems Doing all the thinking for them

29. LEADERSHIP LEADERSHIP IS A WAY OF GETTING RESULTS THAT INSPIRES TRUST HOW YOU GET RESULTS IS AS IMPORTANT AS THE RESULTS THEMSELFES.

30. HUMILITY IN LEADERSHIP More concerned with what's right than being right. Acting on good ideas rather than having them. About embracing new truth than defending outdated position Building team than exalting self. Recognising contribution rather than being recognised

31. Self management, Stress and Public Perception

32. Stimulus -Response Theory Freedom to choose Self- awareness

33. Energy Capacity Energy capacity diminishes with over use under use We must balance energy expenditure with intermittent energy renewal.

34. Energy Capacity Energy capacity diminishes with over use under use We must balance energy expenditure with intermittent energy renewal.

35. The Dynamics of Energy High Negative Angry Fearful Anxious Defensive Resentful High Positive Invigorated Confident Challenged Joyful Connected Low Negative Depressed Exhausted Burned Out Hopeless Defeated Low Positive Relaxed Mellow Peaceful Tranquil Serene

36. Energy Renewal To maintain balance and a powerful pulse in our lives we must learn how to rhythmically spend and renew energy. Great leaders are stewards of organisational energy. They begin by effectively managing their own energy. As leaders they must mobilise, focus,invest, channel, renew and expend energy of others.