1. Leading and Leadership Goal Setting and Leadership Goal Setting and Leadership Supervising Supervising Coaching for Leadership Coaching for Leadership

2. Goal Setting and Leadership Goals emphasize results, not efforts. Goals emphasize results, not efforts. A good leader should facilitate the process of goal setting in organizations. A good leader should facilitate the process of goal setting in organizations. Leading organizations convey of where they will be in the future. Leading organizations convey of where they will be in the future. “As a leader, you have to get your people to trust you and be sold on your vision.” “As a leader, you have to get your people to trust you and be sold on your vision.” (Clark, Donald. 1997. Leading & Leadership, (Clark, Donald. 1997. Leading & Leadership, Source: http://www.nwlink.com/~donclark/leader/leadled.html) Goals setting – characteristics: Goals setting – characteristics: –“They should be realistic and attainable. –They should improve the organization (moral, monetary, etc.). –All the people should be involved in the goal-setting process. –A program should be developed to achieve each goal.” (Clark, Donald. 1997. Leading & Leadership, Available from: Source: http://www.nwlink.com/~donclark/leader/leadled.html)

3. Goal Setting - U.S. Army Handbook: characteristics: Goal Setting - U.S. Army Handbook: characteristics: –Goal Difficulty –Goal Specificity –Feedback –Participation in Goal Setting The Six Steps of Goal Setting: The Six Steps of Goal Setting: –Step 1 – Setting Strategic Vision. Example: »Delta Airlines: “…we want to be the Worldwide Airline Choice.” (Source: Sky Magazine, December 1993, p. 10 apud Strickland, Thompson. 1999. Strategic Management – Concepts and Cases. McGraw-Hill International Editions) The strategic vision “suggests a mental picture of what the future organization will look like. The concept also implies a later time horizon.” (Source: Clark, Donald. 1997. Leading & Leadership, Available from: http://www.nwlink.com/~donclark/leader/leadled.htmlhttp://www.nwlink.com/~donclark/leader/leadled.html) http://www.nwlink.com/~donclark/leader/leadled.html The strategic vision is about clarifying the future direction of your organization.

4. Pareto’s Principle – The 80 – 20 Rule Pareto’s Principle – The 80 – 20 Rule –Pareto, an Italian economist, described the unequal distribution of wealth in Italy, postulating his famous “20-80 Rule”, i.e. 20% of the people owned 80% of the national wealth. Joseph Juran, a Quality Management pioneer, “recognized a universal principle he called the "vital few and trivial many“. Joseph Juran, a Quality Management pioneer, “recognized a universal principle he called the "vital few and trivial many“. (F. John Reh. Pareto's Principle - The 80-20 Rule. About, Inc. 2005. Available from: http://management.about.com/cs/generalmanagement/a/Pareto081202.htm) Joseph Juran postulated “that 20 percent of something always are responsible for 80 percent of the results”. (Ibid.) Joseph Juran postulated “that 20 percent of something always are responsible for 80 percent of the results”. (Ibid.) The value of Pareto’s Principle – “The 80-20 Rule” is that helps leaders focus on what really matters. The value of Pareto’s Principle – “The 80-20 Rule” is that helps leaders focus on what really matters. Some leaders fail to focus on what really matters, “wasting trap of going after the 80% of items that only have a value of 20% of the total net worth.” Some leaders fail to focus on what really matters, “wasting trap of going after the 80% of items that only have a value of 20% of the total net worth.” (Source: Clark, Donald. 1997. Leading & Leadership, Available from: http://www.nwlink.com/~donclark/leader/leadled.html) http://www.nwlink.com/~donclark/leader/leadled.html

5. The strategic vision should “picture” the 20% that will have the greatest impact on organizational future. (See Clark, Donald. op. cit.) The strategic vision should “picture” the 20% that will have the greatest impact on organizational future. (See Clark, Donald. op. cit.) Failing to do so will induce misleading direction for achieving organizational vision. Failing to do so will induce misleading direction for achieving organizational vision. Step 2 – Goals: Goals should be established with active participation of teams involved in organizational settings. Step 2 – Goals: Goals should be established with active participation of teams involved in organizational settings. Step 3 – Objectives: “Definable objectives provide a way of measuring the movement towards vision achievement.” (Clark, Donald. op. cit.) The objective are established in precise and measurable terms. Objectives are ways of getting “general ownership by the entire team.” (Clark, Donald. op. cit.) Step 3 – Objectives: “Definable objectives provide a way of measuring the movement towards vision achievement.” (Clark, Donald. op. cit.) The objective are established in precise and measurable terms. Objectives are ways of getting “general ownership by the entire team.” (Clark, Donald. op. cit.) Step 4 – Tasks: “Tasks are the means for accomplishing objectives.” (Clark, Donald. op. cit.) Step 4 – Tasks: “Tasks are the means for accomplishing objectives.” (Clark, Donald. op. cit.) Step 5 - Time Lines Step 5 - Time Lines Step 6 - Follow-up Step 6 - Follow-up

6. Supervising “Supervision is keeping a grasp on the situation and ensuring that plans and policies are implemented properly. It includes giving instructions and inspecting the accomplishment of a task.” (Clark, Donald. op. cit.) “Supervision is keeping a grasp on the situation and ensuring that plans and policies are implemented properly. It includes giving instructions and inspecting the accomplishment of a task.” (Clark, Donald. op. cit.) Over-supervision Over-supervision Under-supervision Under-supervision Evaluating Evaluating

7. Coaching for Leadership Coaching is a focused process that unlocks potential and improve performance at both individual and organizational levels. Coaching is a focused process that unlocks potential and improve performance at both individual and organizational levels. Developing critical insights, bringing a new sense of purpose to their actions are factors contributing to improved organizational performances. Developing critical insights, bringing a new sense of purpose to their actions are factors contributing to improved organizational performances. Coaching for leadership is based on a partnership between coach and leader. Coaching for leadership is based on a partnership between coach and leader. Coaches instigate positive change and then leave them to profit accordingly. Coaches instigate positive change and then leave them to profit accordingly. “Regardless of the situation, if people can change the way they think, they can change the way they feel. If they can change the way they feel, they can change the actions they take. By changing their actions, life changes can follow.” “Regardless of the situation, if people can change the way they think, they can change the way they feel. If they can change the way they feel, they can change the actions they take. By changing their actions, life changes can follow.” (Kathryn M. Johnson. 2005. Available from: http://www.clomedia.com/content/templates/clo_article.asp?articleid=851&zoneid=162)

8. “There are five topics coaches and leaders explore to learn about the leader’s ability and willingness to attain desired outcomes: “There are five topics coaches and leaders explore to learn about the leader’s ability and willingness to attain desired outcomes: –Value system and the resulting desire to grow and develop in new ways. –Awareness of language, body and emotions. –Willingness to stop or change behaviors that interfere with the leader’s progress. –Approach to organizing thinking, planning and expectations. –Behavior during challenging situations and strategies for resolution.” (Kathryn M. Johnson. 2005. Available from: http://www.clomedia.com/content/templates/clo_article.asp?articleid=851&zoneid= 162)