PATHFINDER- Leadership Skills Present.pptx

Purpose
If you have been assigned to lead a team recently or have been managing for a while, you must have noticed that managing people is quite different from managing things. So different that you have to use a different word for it: leading. When you deal with people, you need to lead them. This course explore a whole set of skills essential to become a successful, lovable, trustable, respectable leader who can get a lot done through his or her people.
 
Objective
By the end of this course you will be able to: Lead, motivate & influence a team to deliver more than ever before
 
Process
2 days, lots of exercises
 
Relay Experience
Pause and ask students to introduce themselves. Say name, background (nature of job), what do they want to get out of this course.
 
Discover how much they already know about team leading, have they read any books on team leading or attended any other training program so you can adjust the tone of the course accordingly. “Have you managed or lead before? To what extent? How big a team? At what level?”
[LOOK AT WORKBOOK: Objectives]
To Tutor: Now get delegates to write down their objectives.
 
Learn their names and use it.
 
“We are going to go through a number of techniques in this session and you will get to practice your skills until you feel confident about implementing them. It is better to learn a set of techniques well than to know a lot of techniques that you are not confident to use. The techniques I am going to talk about are well known to work”
 
 
Relay Application
Where would you use the leading skills? Just at work? Anywhere else? What is their primary use?

Ask if people know each other (useful for decision on Johari Exercise later in the course)
[LOOK AT WORKBOOK: Objectives]
To Tutor: Now get delegates to write down their objectives.
 
Learn their names and use it.
 
“We are going to go through a number of techniques in this session and you will get to practice your skills until you feel confident about implementing them. It is better to learn a set of techniques well than to know a lot of techniques that you are not confident to use. The techniques I am going to talk about are well known to work”
 
 
Relay Application
Where would you use the leading skills? Just at work? Anywhere else? What is their primary use?

Ask if people know each other (useful for decision on Johari Exercise later in the course)
[LOOK AT WORKBOOK: Objectives]
To Tutor: Now get delegates to write down their objectives.
 
Learn their names and use it.
 
“We are going to go through a number of techniques in this session and you will get to practice your skills until you feel confident about implementing them. It is better to learn a set of techniques well than to know a lot of techniques that you are not confident to use. The techniques I am going to talk about are well known to work”
 
 
Relay Application
Where would you use the leading skills? Just at work? Anywhere else? What is their primary us?

1. Who Are We? Name . The two most important job-responsibilities that you have. What is one strength of yours as person?

2. Program Objectives

3. At the End; You will be able to: Lead, motivate & influence a team to deliver more than ever before Define your long-term goals using the 8-steps technique Define your goals in a way that will help you achieve them and increase the likelihood of success Use a simple technique to reinforce behaviour of team members Express yourself assertively using specific verbal and non-verbal techniques and get maximum results Distinguish between assertive, aggressive and passive behaviour Deliver constructive feedback with a potential negative message and expect to get a good response with commitment to change Distinguish between open and closed body positions and interpret them correctly within the context Use a flexible style of leadership appropriate for your team development stage

4. By the end of this course you will be able to: Lead, motivate & influence a team to deliver more than ever before What is This Course About?

5. What Makes a Great Leader?

6. Above all, leadership is about:

7. Above all, leadership is about: 19% 8% 5% 33% 35%

8. Assessment

9. Shared Vision                 Dependence on the "boss's" capacity for leadership Telling Selling Participating Consulting Co-Creating Required capacity for leadership among the "troops" Required capacity for direction - setting and learning Degree of Active Involvement

10. Competence One Vision 35 %

11. Why Vision? As a good leader, you must have a vision. You must know where you are going and be able to convince others so that they follow you. This means you need to know what you want; you must have goals and missions.

12. Why Vision? The best way to fully understand what you really want is to look back from future. Once you know the end mission, you can work backwards to reach your destination.

13. Ask Yourself … What outcome do I want to get? What outcome does the other person wants to get? What is the smallest number of steps to get me from here to the outcome? What do I get once I have achieved the outcome?

14. “Which road do I take?”

15. “Where do you want to go?”

16. “I don’t know.”

17. “Then, it doesn’t matter.”

18. Goal Formulation By the end of this session you will be able to: Define your goals in a way that will help you achieve them and increase the likelihood of success

19. S Specific M Measurable A Actionable Achievable R Relevant T Timely

20. S Specific

21. M Measurable

22. A Achievable

23. A Action Oriented

24. R Relevant

25. R Relevant

26. T Timely

27. Goal Setting Guidelines Set both long and short-term goals Set yourself challenging goals Identify goal attainment strategies Set priorities Understand the difference between various types of goals:

28. S Specific M Measurable A Actionable Achievable R Relevant T Timely

29. Systematic Planning By the end of this session you will be able to: Systematically plan using the 5-steps planning technique to improve your brainstorming and problem solving meetings

30. Manager The Manager is in his office and is talking on the phone to a client called Alan:

31. “Hi Alan. How are you doing?... How is the integration going?... Oh, No! Really?... That is bad... Oh, I am so sorry about this, it shouldn’t have happened. I will get back to the team and sort it out. We will find a solution. I will talk to you later then...” Manager

32. Manager leaves his office and goes to find the team that worked on this particular project or were involved in it. “Katy, Ian, Will, Monica would you come to my office please.” Manager

33. “ I have just been talking to Alan. He is not pleased. We have a problem. Our product is not working with their latest equipment. Alan says they have a deadline to demo their final product in a major upcoming exhibition. Without correct integration with our product, he won’t be able to demo it. So he is not happy. I don’t understand how we screwed this up, but I want suggestions. Fire up ideas . Tell me what we can do to move this forward.”

34. The team is dead silence and no one takes a chance to speak first. He is in bad mood today…

35. Business Planning Guidelines Involvement Means Ownership Accept Operational Reality Ask Rather than Tell Don’t be a Monarch Aim for Where the Market will be, not Where it has Been Aim for White Space in the Calendar Be Willing to Change Your Mind Focus on Team Goals, Not Your Own

36. Above all, leadership is about: 19% 8% 5% 33% 35%

37. Competence Two Energizing People 33 %

38. How to Energise Team Members ? By the end of this session you will be able to: Use a simple technique to reinforce behaviour of team members

39. How to Praise?

40. 5-Step Praise

41. Example

42. How to Criticise & Get Results?

43. Praise Sandwich

44. Above all, leadership is about: 19% 8% 5% 33% 35%

45. Competence Three Communication 19 %

46. Poor Communication What are the consequences of poor communication? Lack of Job Satisfaction Wasted Time Stress Lack of Follow-Through Turnover Loss of Business Finger Pointing Back Tracking Loss of $$$ Failure to Achieve Goals

47. Cortex Brain Stem Amygdala OFC High Road Low Road

48. The meaning of communication is the RESPONSE you get

49. Communication Model ONE WAY TWO WAYS Feedback

50. Key to understanding that miscommunication has taken place The key in discovering and resolving any miscommunication is in the correct examination of the feedback received from the receiver. If feedback examination is handled systematically and routinely, many misunderstandings can be resolved quickly and with minimum amount of pain.

51. Possible Feedback Failures

52. Grand Rules

53. By the end of this session you will be able to: Distinguish between assertive, aggressive and passive behaviour What is Assertiveness?

54. APA Model Assertive Aggressive Passive

55. Nervous Not so confident Keeps distance Quiet tone of voice Hunched shoulders Little or no eye contact Smiles when criticised Frequent throat clearing Not sure if something is appropriate to say Eager to finish the conversation and move on Conscious of the implications of the conversation PASSIVE

56. Speech is fast and strong Voice is loud Piercing eye contact. Keeps the gaze. Tone is sarcastic Eyebrows can be angry (raised) and facial expression is intense Body language is defensive/aggressive: arms crossed, legs apart and pointing fingers May walk or stride around the place while talking Makes loud noises such as banging on the table AGGRESSIVE

57. Emotionally relaxed and reserved Clear and confident tone of voice Speech is well articulated and controlled Erect and solid without having a threatening posture Firm and logical ASSERTIVE

58. Assertive (adjective): Confident and direct in dealing with others. Source: Collins Concise English Dictionary

59. Assertiveness Guidelines

60. Practice APA Model Assertive Aggressive Passive

61. How to Give Feedback? By the end of this session you will be able to : Deliver constructive feedback with a potential negative message and expect to get a good response with commitment to change

62. Feedback Types Only 2 Types of Feedback are Allowed

63. 4 -Steps Feedback

64. Above all, leadership is about: 19% 8% 5% 33% 35%

65. Competence Four Charisma 8 %

66. How to Influence? By the end of this session you will be able to: Sequence your statements efficiently to get maximum effect

67. Logic

68. Inspiration

69. Participation

70. Uplift

71. Deal

72. Favour

73. Collective

74. Policy

75. Force

76. Rules Use from soft to hard Questions are better used before others. Favour and Deal are more effective after other tactics have been employed. Policy and Force are best left for emergency only.

77. Above all, leadership is about: 19% 8% 5% 33% 35%

78. Competence Five Competence 5 %

79. Stages of Team Development                 Forming Storming Norming Performing

80. Forming Characteristics of this stage: Group members may be anxious, adopt wait-and-see attitude, or be formal. No clear idea of goals or expectations. Not sure why they are there.

81. Storming Characteristics of this stage: Team members eager to get going. Conflict can arise as people bring different ideas of how to accomplish goals, notice differences rather than similarities. Some members may drop out mentally or physically.

82. Norming Characteristics of this stage: People begin to recognize ways they are alike. They realize its sink or swim, we’re in this together. People get more social. May forget their focus in favor of having a good time.

83. Performing Characteristics of this stage: Team members are trained and competent, and able to do their own problem-solving. Leader will ask for critical self-assessment and look at ways to challenge them and develop them. Mature, understand their roles and responsibilities. Want more input in processes. Self-motivated and self-trained.

84. Forming- Your Role As A Leader is TELL Team writes its own charter or mission statement and clarifies goals. Remember, goals must have personal buy-in. Help team establish boundaries and determine what is expected. Team members get to know each other doing non-conflict laden task. This builds commitment towards one larger goal. Help them know what to expect; communicate and reassure.

85. Storming- Your Role As A Leader is SELL Continue with no surprises and communicate. Tensions will increase. This is normal, so recognize and publicly acknowledge accomplishments. Lead/participate in meetings. Value diversity. Gather information and be supportive.

86. Norming- Your Role As A Leader is PARTICIPATE Recognize how they are alike. Help with training if applicable. Encourage them to feel comfortable with each other and with systems. Help group stay focused on goal.

87. Performing- Your Role As A Leader is CONSULT Delegate Tasks Give Authority Celebrate and Appreciate

88. Coaching By the end of this session you will be able to: Use the GROW model to self-coach or coach others

89. Structure of Conversation

90. Goal Way Forward Obstacles Obstacles Options Reality

91. The GROW Model G R O W

92. How to Delegate? By the end of this session you will be able to: Delegate tasks at the appropriate level and maximise your efficiency

93. Benefits of Delegation Development of interpersonal relationship Deadlines are met more easily More skills of staff are discovered and put to use

94. Delivering Delegation

95. Reinforce Learning What did you learn today? How are you going to use it? Which area would you like to expand on?