ONE DAY COURSE
3RD MARCH, 2005
NEWPORTS INSTITUTE OF
COMMUNICATIONS & ECONOMICS
In collaboration with
FBS Institute for Leadership Development
COURSE CONTENTS :
The leader within you.
The practice & commitment of exemplary business
Qualities that make you a leader.
Managing Personal Development.
Managing The 8th Habit the new leadership challenge
TYPES OF PEOPLE IN AN ORGANISATION:
LEADER = VISION + INFLUENCE + DIFFEENCE
A LEADER IS A PERSON
- WITH A VISION – ABILITY TO SEE BEYOND THE
SIGHT OF HIS FOLLOWERS.
- HAS ABILITY TO INFLUENCE OTHERS WITH HIS
VISION - WITH THE INFLUENCE OF HIS VISION IS
ABLE TO MAKE A DIFFERENCE IN OTHERS.
EVERY MANAGER MAY BE A LEADER BUT EVERY LEADER IS
NOT A MANAGER
LEADERSHIP IS NOT A POSITION. IT IS AN ACTION AND A
FOUR CATEGORIES / LEVELS OF LEADERSHIP
THE LEADING LEADER
Is born with leadership qualities
Has seen leadership modeled throughout life
Has learned added leadership through training
Has self discipline to become a great leader
Note : Three out of four of these qualities are acquired
THE LEARNED LEADER
Has seen leadership modeled most of life
Has learned leadership through training
Has self discipline to be a great leader
Note : All three qualities are acquired
THE LATENT LEADER
Has just recently seen leadership modeled
Is learning to be a leader through training
Has self discipline to become a good leader
Note : All three qualities are acquired
THE LIMITED LEADER
Has little or no exposure to leaders
Has little or no exposure to leadership training
Has desire to become a leader
Note : All three qualities can be acquired
1. HAS A MISSION THAT MATTERS
2. IS A BIG THINKER
3. HAS HIGH ETHICS
4. MASTERS CHANGE
5. IS SENSITIVE
6. IS A RISK TAKER
7. IS A DECISION MAKER
8. USES POWER WISELY
9. COMMUNICATES EFFECTIVELY
10.IS A TEAM BUILDER
TEN PRINCIPLES OF LEADERSHIP
1. The Definitions of Leadership
2. The key to Leadership
3. The Most Important Ingredient of Leadership
4. The Ultimate Test of Leadership
CREATING POSITIVE CHANGE
5. The Quickest Way to Gain Leadership
6. The Extra Plus in Leadership
7. Developing Your Most Appreciable Asset
8. The Indispensable Quality of Leadership
9. The Price Tag of Leadership
10. The Most Important Lesson of Leadership
5 FUNDAMENTAL PRACTICES OF EXEMPLARY
CHALLENGE THE PROCESS
INSPIRE A SHARED VISION
ENABLE OTHERS TO ACT
MODEL THE WAY
ENCOURAGE THE HEART
TEN COMMITMENTS OF LEADERSHIP
Challenging the Process 1. Search out challenging opportunities to
change, grow, innovate, and improve.
2. Experiment, take risks, and learn from the
Inspiring a Shared Vision 3. Envision an uplift and ennobling future.
4. Enlist others in a common vision by
appealing to their values, interests, hopes
Enabling Others to Act 5. Foster collaboration by promoting
cooperative goals and building trust.
6. Strengthen people by giving power away,
providing choice, developing competence,
assigning critical tasks, and offering visible
Modeling the Way 7. Set the example by behaving in ways that
are consistent with shared values.
8. Achieve small wins that promote consistent
progress and build commitment.
Encouraging the Heart 9. Recognize individual contributions to the
success of every project.
10. Celebrate team accomplishments regularly.
Leadership is Managing
SIX THINKING HATS OF DR. DE BONO
THE WHITE HAT : means’ information
When in use, everyone is focusing on
What do we know / What do we need to know
/ What is missing / What questions to ask.
THE RED HAT :Think of fire and warm. It represents emotion,
feeling and intuition.
- I do not like this idea at all
- My feeling is that this simply will not work.
- My intuition is that he is the right person for
THE BLACK HAT - Basics of critical thinking
- Judgment thinking
- Is this right or is this wrong
- Does this fit our values?
THE YELLOW HAT - Focus on values, benefits and why something
- Positive thinking
- Value sensitivity
THE GREEN HAT - Symbolizes vegetation, growth & energy.
- Creative thinking
- Initiative to creativity, new ideas.
THE BLUE HAT - Blue sky and overview / conductor of the
- Organize the other hats and organize the thinking
- The control function
5 MANAGERIAL MINDSETS
REFLECTING MINDSET - Managing Self:
- organization needs managers
who see both ways.
- to be able to see behind in order
to look ahead.
ANALYTICAL MIND SET - Managing Organization:
- To approach the scores and crowds
while watching the ball
WORLDLY MINDSET - Managing Context:
- Getting into worlds beyond their own
- To manage on the edges between the
organization and the various world that
surround it – culture, industries, Co’s.
COLLABORATION MINDSET - Managing Relationship:
-Not managing people so much
as the relationships among people.
-Leadership in the background.
- Managers help to establish the
structure cultures and attitudes through
which they get done.
ACTIVE MIND SET - Managing change with continuity
business is judged by the
products they made and service they
render not the changes they make.
WEAVING THE MINDSETS TOGETHER
IS THE LEADERSHIP CHALLENGE
- Distribution between groups & teams
- Teams are a special type of group with difficult characteristics & properties.
- Difference between group & team
1 Group Performance depends on 1 Team Performance depends on
individual performance collaborate achievement as much as
2. Members rewarded for individual 2. Mutually accountable & rewarded as
3. Members measure their progress with 3. Members share ownership of purpose.
4. Dependant as supervision 4. More autonomous
5. May be large in number 5. Small in number
6. Use very highly defined job categories 6. Few broadly defined job categories
7. Usually have a leader 7. Operate without a leader.
- Characteristics of group dynamics
- Characteristics of leadership style
- Characteristic of high performing team
PRINCIPLE OF PERSONAL MANAGEMENT
- MANAGE FROM THE LEFT
LEAD FROM THE RIGHT
- CHALLENGE IS NDSOT TO MANAGE TIME
BUT TO MANAGE OURSELVES
- TIME MANAGEMENT MATRIX
URGENT NOT URGENT
Crisis Prevention, Pc Activities
Pressing Problems Relationship Building
Deadline-Driven Projects Recognizing New Opportunities
Interruptions, some balls Trivia, busy work
Some mail, some reports, Some mail
Some meetings Some phone calls
Proximate, pressing matters Time wasters
Popular activities Pleasant activities
1. MANAGING EFFECTIVELY VS EFFICIENTLY: Doing the right job vs doing the job right
2. MANAGING YOUR SKILLS : CONCEPTUAL : Ability to see the big picture
TECHNICAL : ability to understand the
technology available to do the
HUMAN RELATIONS : ability to focus on strong people skills
3. MANAGING WORK FORCE DIVERSITY :
Diversity can contribute to your organization’s competitive position.
Hetrogenous groups produce better solution ----- generating more
varied and higher quality solutions to the problem.
Effective management of diversity results in greater awareness of
differences and the skills required to ensure that more people are
Reduces incidences of discrimination.
The term “ cultural pluralism” replaces the “melting pot” term to
better reflect diversity.
Applicants see their “employer of choice” those companies with a
reputation for being diversity friendly and seek companies attract the
most talented applicants.
As a Company becomes a diversity employer of choice, an even
more diverse workforce will be attached and retained.
To manage diversity, many of the traditional mindsets and ways of
doing business may be reexamined and rethought.
The key to manage diversity is reorganizing these differences within
a diverse workforce. Each person is not required to fit into the
“organizational man” mould. These differences need to be
PEOPLE WITH DISABILITIES:
• An untapped labor pool.
• Co’s making reasonable accommodation for people with
• The Disabled Persons (Employment & Rehabilitation) Ordinance
1981requestindustrial and commercial establishments employing
more than 100 workers to employ not less than 1% from among
the disabled or deposit equivalent amount of wage to the Fund.
GENDER JUSTICE AT THE WORK PLACE:
Code of Conduct for gender justice at the workplace.
4. HOW TO AVOID MANAGING IN EFFECTIVELY
• There is no one best way to manage
• There is a need to develop a management style suiting culture of an
• Certain managements types can be dangerous for any organization which
must be avoided.
• Avoid becoming a
- Micro manager : those who feel that no one else can do the job as
well as they can. Does not delegate.
- Lazy manager : who sends non verbal messages to the staff
resulting in poor performance and poor levels of
employee satisfaction. Over delegating: to have a
time to do nothing.
- The power happy manager : who abuses the legitimate authority of the
position they occupy. They do the highest damage
to people relationship.
Conflict defined - conflict arises out of interdependence of people for outcomes
/ results in the organization.
- when people are denied their desired outcomes, conflict
- Conflict may seem in varying degree.
Identifying Conflict in organizations :
- Conflict commonly occurs when people are not involved in
change efforts in the organization.
- Optimal amount of conflict is needed to maintain the health of an
- Problems occur when there is either too little or too much conflict.
- Functional (optimal) vs dysfunctional conflict (too little or too
Types of Conflict :
- Inter Group
- Inter organization
- Intra personal (inter role, intra role, person – role conflict).
3 approaches to managing conflict
- Avoidance, Diffusion, Confrontation
Positive resolution of Conflict
- Win – lose
- lose – lose
- win – win
Managers spend 21% of their time or one day a week dealing with conflict.
Emotional intelligence & controlling conflict before conflicts gets to the
Ineffective techniques to control conflict
- Failing to take action when necessary
- Keeping the issue that can create conflict a secret
- Attacking on character of people involved.
- Employees need constant feedback on their performance.
- Most Common tool used in performance appraisal.
- Formal performance appraisal usually spans a period of six months to one year.
- The performance appraisal should be used with informal feedback.
- Performance appraisal used for 2 purposes:
To provide feedback
• For employee evaluation
- 2 major categories of performance appraisal system
• Comparative : determine an employee’s performance relation to
others eg. Ranking system and forced distribution.
• Absolute : include graphics rating scales and behaviorally
anchored rating scales.
- Past & future oriented performance appraisals
- MBO & 360º performance appraisal
- Performance Management Systems
- Performance Management Cycle
- Performance Management Practices