1. Developing your leadership capabilities

2. Developing your leadership capabilities
Kate Farrow
Client Leadership Development Manager
everywoman

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5. Introduction
Kate Fletcher

6. Both leadership and management excellence are crucial for organisation success
Leadership and management must go hand in hand
Confusion around the terms – mistakes commonly are:
Leadership and management terms used interchangeably
Mistakenly linked to hierarchy
Leadership mistakenly linked to personality - charisma
Striking the right balance depends on the environment
In times of economic crisis & technological transformation leadership increasingly needed throughout the hierarchy

7. What’s the difference between leadership and management?
Leadership is about change & taking an organisation into the future
Vision, empowerment, communication, inspiration, buy in, producing useful change
Behaviours versus attributes
Management is about organisation and tasks & is challenging
Enables products or services to be delivered to an organisation and promises predictably and consistently
Planning, budgeting, measuring performance, structuring & staffing jobs

8. Leadership and Management focus is different
The manager does things right; the leader does the right thing
The manager has a short range view; the leader has a long range perspective
The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon
The manager focuses on systems and structure; the leader focuses on people
The manager asks how and when; the leader asks what and why
The manager relies on control; the leader inspires trust

9. Leadership activities?
Creating the most conducive environment for team success
Focusing on the long term vision or goal
Motivation and empowerment to challenge the norm
Inspire others through leading & injecting enthusiasm
Building strong relationships
Listening and getting to root causes quickly
Coaching and giving freedom for individuals to learn
Persuasion – bring people willingly along the correct path
Encouraging effort, commitment and teamwork

10. Management activities?
Managing resource within the constraints of the systems and enforcing the desired standards of work
Planning and coordinating resource and tasks to achieve objectives
Managing the constraints of budgets
Organising support functions and resource
Problem solving – ensuring problems are contained & eliminated
Time management – ensuring activities completed on time
Decision making – making the right decisions in the heat of the moment

11. Poll 1: Am I leading enough?
A. Rarely. I feel the majority of my focus and energy is in management activities
B. Sometimes. I feel aware of leadership behaviours and put some focus behind key areas
C. Frequently. I recognise and feel I effectively balance management and leadership activities in my work

12. What is Emotional Intelligence (EQ)?
EQ is a way of recognising, understanding and choosing how we think, feel and act.
Shapes our understanding of ourselves & our interactions with others.
Defines what & how we learn & determines the majority of our daily actions.
Research suggests it is responsible for up to 85% of the ‘success; in our lives.
EQ can be developed to make you a more effective leader.

13. Emotional Intelligence affects:
Your performance at work
Your physical health
Your mental health
Your relationships

14. EQ Theory – 4 elements Self Awareness Social Awareness Self Management
Well grounded self confidence
Emotional self awareness
Accurate self assessment
Social Awareness
Empathy
Organisational awareness
Understanding the environment
Self Management
Self control
Trustworthiness
Initiative
Drive & motivation
Adaptability
Social Skills
Influence
Reading social situations
Building bonds
Collaboration
Inspirational leadership

15. Ways to improve EQ Daily journal Understand your values
Be accountable for your actions
Re-examine why you are a leader
Goals
Turn negative situations into positives
Learn how to praise others
Learn and understand conflict resolution
CALM – slow down!

16. Poll 2: How strong is my EQ?
Do I let myself feel emotions?
Do I feel emotions physically?
Do I consider emotions when making decisions?
Am I comfortable expressing emotions?
Do I recognise others’ emotions?
Do I prioritise thought and suppress emotions?
How many of these questions do you instantly answer YES to?
All 6
4-5
2-3
0-2

17. Building trusted relationships
Both internally and externally to your organisation these are key to your effectiveness and performance as a leader
Invest in relationships & take time out to understand others needs, goals and motivations
Great business relationships mean we’re happier & more productive
Great relationships also make change easier to make; we’re more innovative and creative; allow us to shift our collective energy to opportunities

18. How do your business relationships stack up?
In building relationships think about the investment in that relationship that you show to others
e.g. time, energy, engagement and empathy
Which relationships are most critical to you in your current role?
Think about your 3 most critical business relationships and reflect on what is going well and what could be better
Think about what you give, what you get and what you want from the relationship

19. Some final thoughts
Being a great leader takes time and it is achievable
Awareness and focus on developing your emotional intelligence and leadership skills
Support – role models, coach and or/mentor
Keep practicing - repetition is the mother of skill

20. Work through the Workbook
Work through Developing Leadership Behaviours workbook by accessing the ‘workbooks’ section in your dashboard, or download the workbook by clicking on the ‘Download PDF versions’. If you have any questions you can submit them in the ‘Ask a Question’ box at the bottom of the everywoman.com screen.