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LEADERSHIP Susan Riehle (812) 579-5063 © 2015, all rights reserved.

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Presentation on theme: "LEADERSHIP Susan Riehle (812) 579-5063 © 2015, all rights reserved."— Presentation transcript:

1 LEADERSHIP Susan Riehle (812) 579-5063 © 2015, all rights reserved


3 MANY VERY IMPORTANT THINGS ARE NOT LEADERSHIP  Many very important things are not Leadership….  ….. and still just as important  But leadership involves ‘leading’ and ‘following’  Leadership requires a cause  Usually an emotion connected to that cause to stir passion

4 MANAGEMENT IS NOT LEADERSHIP  Management can be important to leadership  You can be a great manager and lousy leader  Not by itself leadership  I can manage a bunch of people not committed to a cause  But I rarely lead that bunch  I can lead a bunch of people committed to a cause  And I may not need to manage them at all.

5 WHO IS A LEADER?  Someone who can move a team to take initiative  Frequently to go beyond boundaries  Someone who the team recognizes as representing them  They trust a leader to act in their stead

6 IS THERE ONE LEADER?  In America one leader resonates with us.  In other cultures, there are groups that act as leaders.  The three leaders concept  Someone who has the vision  Someone who has the plan  Someone who never lets anyone fail** **its tempting to arrange these three in a hierarchy, but not desirable

7 CAUSES LEAD TO LEADERSHIP MOMENTS  Some of the greatest instances of leadership come about because of a cause.  “We don’t do these things because they are easy…..we do them because they are hard.”  “that if the British Empire and its Commonwealth last for a thousand years, men will still say, This was their finest hour.”  “ these dead shall not have died in vain—that this nation, under God, shall have a new birth of freedom—and that government of the people, by the people, for the people, shall not perish from the earth.”  And not just a cause but an emotional cause.

8 WHAT TYPES OF CAUSES FIT A WORK SITUATION?  Pride  Devotion  Camaraderie  Service  Best product in the industry (Video Games)  Loving the cause (Finding a Cure)  The best team in the world (NASA)  A friend in unfriendly space (Cancer Hospital)

9 SIGNS OF LEADERSHIP SKILLS  Kirkpatrick and Locke’s key leadership traits  Drive  Leadership motivation,-- the desire to lead others toward a vision  Honesty and integrity--respect  Self-confidence  Cognitive ability  Knowledge of the business,  Three they forgot?  Responsibility/ownership of problem  Emotional intelligence’  Communication skills  Many of these can be developed  These can be harvested from different people on a team.

10 GROWING SKILLS/ HARVESTING SKILLS  Look for Emotional Intelligence— are they trustworthy?  Look for Responsibility/Ownership— are they motivated?  Communication skills –in particular can they articulate a vision  Work on growing the rest.  Look for effective teamwork solutions (3 leaders?) Emotional Intelligence CommunicationOwnership

11 CULTURAL DIFFERENCES  We all come from a different culture. We have gender differences, heritage differences, familial differences.  Look for different ways of ‘taking the lead’  Anything you might associate with interest or responsibility

12 FINDING LEADERS  Is aggression a sign of leadership? Can be if it indicates drive and passion. Avoid aggressive players who direct aggression negatively  Past and present history: Taking leadership roles is a strong indicator. Look for someone who is always involved in getting things done  Look for different ways of taking leadership  Persuasiveness: Could this person persuade someone?  Does this person identify and work toward an end-point?

13 NEGATIVE LEADERS  Negative leader result from charisma and an environment that supports bad behavior.  Teams become divided, paranoid, high drama  Dilbert’s cartoon  Team building efforts and sometimes products and people are sabotaged. Most often schedules are sabotaged  Negative leaders can be identified by the projects that become quickly dysfunctional  Harnessing Negative Leaders  Remove the rewards for the leader  Reassign, and redirect his energies if possible

14 GROWING LEADERS—DO YOU KNOW YOUR OWN PEOPLE?  To find a leader you have to understand what motivates them.  Leaders have a cause!

15 GROWING LEADERS—CAN YOU IDENTIFY FUTURE LEADERS?  Ask them what they see as your challenges  Ask them what they would do.

16 GROWING LEADERS—THINK ABOUT THEM, NOT YOU  Recognize that their strengths are not yours.  Don’t clone yourself  Build on their strengths  If they are great communicators, grow that skill  Teach them to go around their weaknesses or borrow skills

17 GROWING LEADERS—TEACH THEM TO THINK ABOUT THE LONG GAME  Mentor them, or assign a mentor  Give them responsibility  Give them credit….  ….and teach them not to take it.

18 GROWING LEADERS—TEACH THEM THE PEOPLE TRADE  Make them develop others  Expect them to mentor others  Teach them to ask the right questions  Teach them to build a rapport & trust  Expect them to take the time  Reward them for that.

19 LEADERSHIP Susan Riehle (812) 579-5063 ©2015, all rights reserved

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