1. Leadership

2. What is leadership? Leading people Influencing people
Commanding people
Guiding people

3. What is leadership? Leadership is a role not a position
Leadership is a process by which a person:
- Influences others
- Accomplish an objective
- Directs the organization

4. Types of Leaders Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to accomplish things

5. “A born leader ?” - Self study Good leaders are made not born
Good leaders develop Through:
- Self study
- Education
- Training
- Experience
Good leaders balance results, process and relationships

6. A Leader’s Role Define what the future should be. Set directions.
Create an environment to make it happen.

7. New Leader Traps Not learning quickly Isolation Know-it-all
Keeping existing team
Taking on too much
Successor syndrome
Captured by wrong people
Not about you

8. Manage Oneself Be self-aware Define your leadership style
Get advice and counsel
Advice is from expert to leader
Counsel is insight
Types of help
Technical
Political
Personal
Advisor traits
Competent
Trustworthy
Enhance your status

9. Create Momentum Build credibility Demanding but can be satisfied
Accessible but not too familiar
Focused but flexible
Active
Can make tough calls but humane

10. Leadership Attributes
Good leaders show success by applying leadership attributes such as:
- Beliefs
- Values
- Ethics
- Character
- Knowledge
- Skills

11. Leadership Attributes
To earn respects as a leader
Followers will not look for attributes
They observe what you do so they:
- know who you really are?
- an honorable and trusted leader?
- self serving person; promote himself?

12. Leadership Attributes
Self-serving leaders are not as effective because their employees only obey them, not follow them

13. Leadership Attributes
Three important traits of a leader are always focused on:
- Trust – Gain respect and have ethics
- Confident – have sense of direction by conveying a strong vision
- Effective Communication:
* help employees understand strategy
* help employee understand how to contribute
* Share information with employees on status

14. Leadership Attributes
So in a nutshell –
you must be trustworthy and be able to communicate a vision of where the organization needs to go.

15. Leadership Attributes
So What makes a person want to follow you as a leader?
People want to be guided by those they respect and who have a clear sense of direction. To gain respect, you must be ethical, and have a sense of direction by conveying a strong vision of the future.

16. Basis of Good Leadership
The basis of good leadership is honorable character and selfless service to your organization.
In your employees' eyes, your leadership is about everything you are (be), know and do.

17. Principle of Leadership – Be Know Do
Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, education, reflection, experience and interacting with others.
Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.
Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later - do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.
Make sound and timely decisions - Use good problem solving, decision making, and planning tools.
Set the example - Be a good role model for your employees.

18. Principle of Leadership- Be Know Do
Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers.
Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.
Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities.
Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.
Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs.
Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

19. BE
TECHNICAL EXCELLENCE: Excellent knowledge of the job and professional expertise, understands the requirements of chosen field. Stays current. Produces quality work.
SUCCESS ORIENTED: Persistent, willing to give extra effort and initiative. Understands what drives success, uncovering what is really important to success in any situation. Does not confuse activity with results.
PERSONAL ACCOUNTABILITY: Can be counted on; accomplishes things in a timely manner and on a consistent basis. Follows through on commitments. Able to answer for self and others. Does not pass the buck or make excuses.
POSITIVE: Constructively looks for ways to meet objectives. Approach begins with the desired outcome as a given. Has “can do” enthusiasm toward assignments and challenges and confidence in others.

20. BE
PROACTIVE: Recognizes that by planning ahead they can be in the best position to influence the outcome. They do not hesitate to engage to solve problems.
COLLABORATIVE: Carefully considers who needs to be involved in situational analysis, effective decision making, implementation planning, and reassessments for purposes of getting the best outcome and development of the people.
PERSUASIVE: Articulate, confident, clear and convincing in individual and group discussions and public presentations.
OPEN: Flexible, adapts, and seeks input, new ideas, and learning. Develops creative, imaginative solutions.

21. BE
EMPATHY: Sensitivity to others views, needs and situations. An ability to know what other people want.
LISTENS WELL: Seeks to understand others through open dialogue, is susceptible to other’s input and suggestions, and is patient.
DEVELOPS OTHERS: Builds teams. Has a sincere interest in other’s career; creates growth opportunities. Not arrogant. People feel “in” on things. Has loyal relationships at all levels.
TRUSTED: Honest, ethical, candid and fair. Acts at all times with integrity and explicitly avoids deception, duplicity or degrading behavior.
SELF-AWARENESS: Knows their own strengths and weaknesses and how they come across to others. Is mindful of their personal impact.

22. BE
COURAGE: Takes responsibility for their decisions and actions. Has the candor to be frank, honest and sincere with others while keeping the words free from bias, prejudice or malice.
LOYALTY: Understands a leader earns loyalty by having integrity, and being fair, firm and objective and treating others appropriately. There is loyalty to the organization and to the individuals themselves.
JUDGMENT: Able to assess people and situations, to accurately form opinions based on information, experience and inference. Makes effective decisions and follows through on them.
VISION: Able to determine the right things to do, sound strategic orientation, providing break-through ideas that position the firm for success now & in the future, and enlisting others by drawing on shared aspirations.

23. KNOW
KNOW the four factors of leadership - follower, leader, communication, situation.
KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.
KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.
KNOW your job. Examples: be proficient and be able to train others in their tasks.
KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are.

24. DO
DO provide direction. Examples: goal setting, problem solving, decision making, planning.
DO implement. Examples: communicating, coordinating, supervising, evaluating.
DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel.

25. Managers vs. Leaders Managers Leaders Focus on things Focus on people
Do things right
Plan
Organize
Direct
Control
Follows the rules
Leaders
Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities

26. Managing vs. Leading “Tendencies”
MANAGING (DOING)
Close vertical identification
Focused within function
Develop strength within their own work unit
Looking at the tree
Handles problems
Fight fires (handle problems)
Generate ideas
Mono leadership
Maintenance
Solve problems
Control
LEADING
Close organization-wide identity
Focused across functions
Develop strength between units & among peers
Looking at the forest
Anticipates problems
Light fires (inspire to new heights)
Champion others' ideas
Situational leadership
Development
Coach problem solving
Impact

27. Managing Vs. Leading “Tendencies”
Pride in technical competence
Individual achievement
Administers
Maintains
Accepts reality
Relies on control
Shorter-range view
Asks how and when
Eye on bottom line
imitates
Do things right
Leading
Pride in performance of others
Team success
Innovates
Develops
Investigates reality
Inspires trust
Longer-range view
Asks what and why
Eye on horizon
Originates
Do the right things

28. Common Activities
Planning
Organizing
Directing
Controlling

29. Planning Manager Planning Budgeting Sets targets
Establishes detailed steps
Allocates resources
Leader
Devises strategy
Sets direction
Creates vision
Lead

30. Organizing Manager Leader Creates structure Job descriptions Staffing
Hierarchy
Delegates
Training
Leader
Gets people on board for strategy
Communication
Networks

31. Directing Work Leader Manager Empowers people Solves problems
Cheerleader
Manager
Solves problems
Negotiates
Brings to consensus

32. Controlling Manager Implements control systems Performance measures
Identifies variances
Fixes variances
Leader
Motivate
Inspire
Gives sense of accomplishment

33. The Process of Great Leadership
The road to great leadership that is common to successful leaders:
Challenge the process - First, find a process that you believe needs to be improved the most.
Inspire a shared vision - Next, share your vision in words that can be understood by your followers.
Enable others to act - Give them the tools and methods to solve the problem.
Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do, a leader shows that it can be done.
Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own. Stay positive.

34. How Far Can You Go?
“They must not only hear what they are expected to do, but also see. We must become the change we want to see” -Mahatma Gandhi