2013 LEADERSHIPTRAINING SEMINAR

Day 1

Topics to be DiscussedAll About Leadership

Definition of Leadership Leadership as an Aspect of Organization Leadership Qualities Improving Leadership Attitudes Sharing Problem Solving with Subordinates Mistakes of Newly Appointed Leaders Delegation: An Effective Leader’s Secret

Weapon Why Leaders Don’t Delegate A Short Course in Positive Thinking HHC Model

Is the power to motivate others by example, ideas, inspiration, personality, or persuasion so as to command their confidence, their loyalty, their obedience and their respect.

What is a Leader? A Leader is a person with the ability to

secure and sustain the enthusiastic, united, and willing efforts of his or her followers and direct them towards the accomplishment of the desired objectives.

Positive Leader Keeps his/her followers informed of the reason

behind his/her actions.

Provides constant motivation and incentive by consulting his/her followers for ideas and by being constructive in his/her criticism and giving praise for their achievements.

Integrates objectives of organization and interest of its members.

Neutral Leader

Means well but its timid in his/her actions.

Has little self-confidence.

Lacks the ability to make firm decisions.

Only succeeds in promoting confusion among the followers and eventually losing his position of leadership.

Negative Leader

Likes to dominate and is domineering because of a constant fear of losing his/her position of leadership.

Gives destructive criticisms.

Does not consult his/her subordinates nor does she/he explains her/his actions.

The HHC ModelKnowledge

Provide OpportunitiesSet Objectives

InformSolve Problems

OrganizeVision – create alignment

Do what you sayAnticipate & promote change

Take calculated risksAssess result

Allow fro learning mistakesMake decisions

Delegate authority

MotivateCommunicate

Recognize AchievementRespect and Value Differences

CoachTransparency (being visible)

Nature of Leadership Vast and Complicated Area

Is one of the most important aspect in any Organization

Case Study:The Republic of Nauru

Leaders

Planning & Organizing Focuses on systems &

structures Administers Is a copy Maintains Relies on control Has a short range of

view Asks how & when

Managers

Provides vision & purpose

Focuses on people Innovates Is an original Develops Inspires trust Has a long range

perspective Ask why

Leadership Qualities Ability to take charge.

Strong self-image.

Skill to interact supportive with customers, employees, and colleagues.

Willingness to give other people the permission to take risks.

Talent to be both a thinker and a doer.

General Principle ofBEHAVIORAL LEARNING

Maintain and enhance the SELF-ESTEEM of the people.

Focus on the person’s BEHAVIOR, not personality.

General Principle ofBEHAVIORAL LEARNING

Use REINFORCEMENT TECHNIQUE to shape behavior.

ACTIVELY LISTEN for feeling and content.

Maintain communication and SET SPECIFIC FOLLOW-UP DATES.

Conducting A Meeting State the purpose and objective of the meaning.

Actively listen to all comments.

Ask the group members for their help and suggestions about how the objectives can be met before offering your own ideas.

Discuss alternative and come to agreement on an action plan with each member’s role specified.

Indicate that only with the full support of each member of the group will the action plan be accomplished.

Give each member feedback and praise for his/her input.

Teaching A New Job Skill to a Person Explain the importance of the job and

indicate your confidence in the person’s ability to learn the job.

Demonstrate the operation step by step (SHOW and TELL)

Give the person an opportunity to demonstrate the operation as if he/she were teaching you the job and give feedback. (GUIDED PRACTICE)

Set a follow-up and express your personal appreciation.

Delegating Responsibility

Indicate what new responsibility you want the person to handle and why.

Describe the new responsibility in detail, outlining the specific task and the performance standard.

Ask fro the person’s feeling, questions, and suggestions.

After dealing with the person’s concerns, ask for a commitment and make it clear that your assistance is available.

Express your confidence in the person’s ability to handle the new responsibility.

Misconceptions about Delegation Always delegate the

same tasks to a single individual fro specialization False. This hinders flexibility ion other staff.

Describe even mundane tasks as exciting to motivate the staff.False. Giving false info can effect the employee’s trust in what you say.

Misconceptions about Delegation When delegating, you must allow the staff make

the critical decisions.True. Remember the delegation is assigning responsibility not work.

You must encourage the staff to follow your proven methods and procedures when delegating.False. This can limit the staff’s creativity and judgment.

The delegated staff must have all the information he/she needs.True. Supplying all the information allows the staff to make wider range of options on how to accomplish the task.

(Source: Building Leaders around You by John Maxwell)

Motivating a person who is having a performance problem Focus on the

performance problem, not the person.

Ask fro the person’s help in solving the problem and discuss both your ideas on how to solve it..

Motivating a person who is having a performance problem Come to agreement, and write down the steps to

be taken by each of you.

Express your confidence in the person’s ability to correct the problem.

Set a follow-up date and praise the person if the job performance is improved

“You can always force a person to follow you. The secret to being a true leader is to make your followers ‘want’ to follow.”

“You can buy a person’s time. You can buy a person’s presence. You can even pay his bodily motions by the hour. But you can never buy loyalty and respect. You must earn these.”

Best Leaders Develop kinship with their subordinates and

persuade them their needs are understood.

Know what has to be done and can explain it so others can understand.

Set the example by sharing in the operation and the outcome.

Are willing to take action when others hesitate.

Brings out the best from their people.

Recognize each individual’s ability and maximize it.

Mistakes Of Newly Appointed Leaders Falling to take

charge.

Being invisible.

Assuming the way has been prepared for them.

Not seeing their own style.

Mistakes Of Newly Appointed Leaders Falling to gain the confidence of subordinates.

Continuing to perform tasks their employees should be doing.

Getting too involved with employee’s work, interfering instead of helping.

Not training and couching subordinates.

Demanding too much from workers, especially at first.

“All people dream, but not equally. Those who dream by night, in the dusty recesses of their minds, wake in the day to find that it was vanity. But the dreamers of the day are dangerous, for they may act their dreams with open eyes to make it possible.”

T.E. Lawrence (“Lawrence of Arabia”)