Leader Ship Challenges

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					“LEADERSHIP CHALLENGES”
           ONE DAY COURSE
               HELD AT
             FAISALABAD
                 ON
           3RD MARCH, 2005

              ORGANISED
                 BY

       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
    leaders.
   Qualities that make you a leader.
   Managing People
   Managing Performance
   Managing Paper
   Managing Conflicts
   Managing Teams
   Managing Personal Development.
   Managing The 8th Habit the new leadership challenge
               LEADER DEFINED

 TYPES OF PEOPLE IN AN ORGANISATION:
              WORKER
              MANAGER
              LEADER
 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
 CHOICE.
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
A LEADER:
  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
  11.IS COURAGEOUS
  12.IS COMMITTED
          TEN PRINCIPLES OF LEADERSHIP
1. The Definitions of Leadership
                 INFLUENCE
2. The key to Leadership
                 PRIORITIES
3. The Most Important Ingredient of Leadership
                 INTEGRITY
4. The Ultimate Test of Leadership
                 CREATING POSITIVE CHANGE
5. The Quickest Way to Gain Leadership
                 PROBLEM SOLVING
6. The Extra Plus in Leadership
                 ATTITUDE
7. Developing Your Most Appreciable Asset
                 PEOPLE
8. The Indispensable Quality of Leadership
                 VISION
9. The Price Tag of Leadership
                 SELF DISCIPLINE
10. The Most Important Lesson of Leadership
                 STAFF DEVELOPMENT
5 FUNDAMENTAL PRACTICES OF EXEMPLARY
             LEADERSHIP




        CHALLENGE THE PROCESS

        INSPIRE A SHARED VISION

        ENABLE OTHERS TO ACT

        MODEL THE WAY

        ENCOURAGE THE HEART
        TEN COMMITMENTS OF LEADERSHIP

      PRACTICES                              COMMITMENTS
Challenging the Process     1.    Search out challenging opportunities to
                                  change, grow, innovate, and improve.
                            2.    Experiment, take risks, and learn from the
                                  accompanying mistakes.
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
                                  and dreams.
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
                                  support.
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
     3Cs+3Ms+3Ps+3Ts




         Managers
         Leaders
                    MANAGING MEETING
                  PARALLEL THINKING
          SIX THINKING HATS OF DR. DE BONO
THE WHITE HAT      : means’ information
                     When in use, everyone is focusing on
                     information.
                     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 job.

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
                  should work.
                - 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
                   orchestra.
                 - 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
                              MANAGING TEAMS
- Distribution between groups & teams
- Teams are a special type of group with difficult characteristics & properties.
- Difference between group & team
                   GROUP                                          TEAM

 1    Group Performance depends on             1    Team Performance depends on
      individual performance                        collaborate achievement as much as
                                                    individual achievements.
 2.   Members rewarded for individual          2.   Mutually accountable & rewarded as
      contribution.                                 such
 3.   Members measure their progress with      3.   Members share ownership of purpose.
      individual
 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
                                           MANAGING TIME
                           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
                I                               II
   IMPORTANT




                ACTIVITIES                      ACTIVITIES
                Crisis                          Prevention, Pc Activities
                Pressing Problems               Relationship Building
                Deadline-Driven Projects        Recognizing New Opportunities
                                                Planning, Recreation
                III                             IV
NOT IMPORTANT




                ACTIVITIES                      ACTIVITIES
                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
                         MANAGING PEOPLE
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
  valued.
 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
   capitalized upon.
 PEOPLE WITH DISABILITIES:
   • An untapped labor pool.
   • Co’s making reasonable accommodation for people with
    disabilities.
   • 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
    organization.
   • 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.
                             MANAGING CONFLICT

 Conflict defined - conflict arises out of interdependence of people for outcomes
                     / results in the organization.
                  - when people are denied their desired outcomes, conflict
                     arises
                  - 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
                      organization.
                  - Problems occur when there is either too little or too much conflict.
                  - Functional (optimal) vs dysfunctional conflict (too little or too
                       much) conflict.
 Types of Conflict :
                 - Interpersonal
                 - 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

 Resolution stage.

 Ineffective techniques to control conflict

                - Failing to take action when necessary

                - Stalling

                - Keeping the issue that can create conflict a secret

                - Attacking on character of people involved.
                    MANAGING PERFORMANCE
     - 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

				
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