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6/27/2012
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Learning Rules
1. Keep beginners’ mind
2. Remember freedom to choose
3. Use available opportunities to learn from one another
4. Enjoy…& have fun
5. Concentrate on ‘take-around’ not ‘take-away’
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At the end of this sessions you will be able: 1. Establish the relationship between leadership development and
personal development 2. Identify some essential components of Personal Leadership 3. Acquire the essential tools of personal effectiveness 4. Gain insight into formal and moral types of authority
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Relationship between Leadership Development & Personal Development
Session 1
Case Study
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Area of Influence
Choice
Area of Concern
Be In Only
Be
Be Be
In Only
In Only
In Only
In Only
In Only
What happens inside the leader before he gets the vision
•What is it that wrecks me? •What is it that I can’t stand •What happens inside the leader before he gets the vision
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THE LAW OF BUY-IN
of the law of Buy-in is that:
People buy into the leader, then the vision.
It took one remarkable man to defeat the British Empire
and free a nation of 350 million people
•His Goal was freedom of India •His Strategy was peace •His Weapon was humanity
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The leader finds the dream and then the people.
The people find the leader and then the dream.
Put first things first
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It is not an EITHER / OR proposition
LEADER VISION RESULT
Don’t buy in Don’t buy in Get another leader
Don’t buy in Buy in Get another leader
Buy in Don’t buy in Get another Vision
Buy in Buy in Get behind the leader
You are the message!
BE DO HAVE
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The Inside-out job: Focus on Personal Development
Session 2
Private Victory Precedes Public Victory.
Stephen R. Covey
Know Thyself, Control Thyself, Give Thyself!
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the LAW of the
LID
Leadership Ability
Determines a Person’s
Level of Effectiveness
1 2 3 4 5 6 7 8 9 10
10
9
8
7
6
5
4
3
2
1
Lea
der
ship
Ab
ilit
y
Dedication to Success
Every leader
has lids on his life;
nobody is born without them.
And they don’t disappear when a person
receives a title, achieves a position, or gets
invested with power. The issue is not whether
you have lids, but what you are going to do about them.
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Values 1
“My life is an Autobiography. But what type?”
“Every man gives his life for what he believes. Every woman gives her life for what she believes. Sometimes people believe in little or nothing and they give their lives to little or nothing. One life is all we’ve got and we live it in the way we believe in living it and we are gone. But to surrender who you are and live without belief is more terrible than dying.”
Joan of Arc
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There is greater eloquence
in what you are not saying
ATTITUDE?
State of mind!
The way we communicate our moods to
the environment.
How we response to adversity & difficulty,
when things go wrong.
My attitude is me.
It is the reflection of the person inside.
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Attitude
Internal External
Negative Positive Nature
Presence
There is little difference in people, but that little
difference makes a big difference. The little
difference is attitude. The big difference is whether
it is positive or negative.
-W. Clement Stone
When life hands you lemons
you make lemonade.
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Our attitude toward others determines
their attitude towards us.
Your living is determined not so
much by what life brings to you,
as by the attitude you bring to life...
Not so much by what happens to
you, as by the way your mind looks
at what happens.
Circumstances and situations do
color life, but you have been given
the mind to choose what the color
should be.
John Miller
COLOURS
the LAW of PROCESS
Leadership develops
daily not in a day
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Compound Interest
10,000 Talent is Overrated
Goff Colvin
Deliberate Practice
Hunter/Gatherer
Agricultural
Industrial
Info/Knowledge
Ages of Civilization
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CHALLENGE & RESPONSE
Circle of knowledge
Ignorance
Circle of knowledge
Ignorance
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Education is a progressive discovery of our ignorance
Will Durant
Wisdom
Next of Civilization
PHASES OF LEADERSHIP GROWTH
INEFFECTIVE
UN
AW
AR
E
EFFECTIVE
AW
AR
E
I don’t know what I don’t know
I know what I don’t know
I grow & know It starts to show
I simply go because of what I know
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To lead tomorrow, learn today
Essential tools of Personal Effectiveness
Session 3
Effectiveness
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Life
The value of life
THE DAY AMERICANS TOLD THE TRUTH
Things people will be willing to do for $10 million
Abandon their entire family 25%
Become prostitutes for a wk/more 23%
Give up their American citizenship 16%
With hold testimony, letting a murderer go free 10%
Kill a stranger 7%
Put their children up for adoption 3%
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In the use of time
“Time is Life broken into Piece.” Oluyide Falusi
Chronos
Kairos
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Don’t be fooled by
the Calendar
there are only as
many days in the
year as
you make use of
Make us know the
shortness of our Life that we may gain
wisdom.
How much do I have?
1. Decide how long you want to live =100 yrs
2. Subtract your present age from (1) =100 – 50 = 50 yrs
3. We spend 40% =10-12hrs daily being human =20 (40% of 50yrs)
4. 2 – 3 = 30 yrs
5. 30 X 365 = 10,950 days
6. 24 X 10,950 = 262,800 hrs
7. 262,800 X 60 = 15,768,000 mins
8. 15,768,000 X 60 = 946,080,000 secs
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Time Effective Tools
IMPORTANT URGENT
Imp
ort
an
t N
ot
Imp
ort
an
t
Urgent Not Urgent
I II
III IV
TIME MATRIX
•Crises management •Pressing problems •Deadline-driven projects •Meetings •Preparation •Burnout •Putting out fire
•Interruptions •Some phone calls, Mail, reports, meetings •Many proximate pressing matters •Many popular activities
•Preparation •Prevention •Values clarification •Visioning & Planning •Relationship building •True re-creation •Empowerment
•Trivia, busywork •Some phone calls •Time wasters •“Escape” activities •Irrelevant mail •Excessive TV
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Imp
ort
an
t N
ot
Imp
ort
an
t
Urgent Not Urgent
I II
III
IV
INEFFECTIVE
•Trivia, busywork
•Some phone calls
•Time wasters
•“Escape” activities
•Irrelevant mail
•Excessive TV
TIME WASTERS
Gist
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Procrastinations
I
II
Being PROACTIVE
EFFECTIVE
I
II
SELECT QUADRANT II ROLES
III IV
What is the most important thing I could do in each role this week to
have the greatest positive impact?
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•Preparation
•Prevention
•Values Clarification
•Visioning & Planning
•Relationship Building
•True Re-creation
•Empowerment
20%
20%
80%
80%
R
E
S
U
L
T
S
T
H
I
N
G
S
Imp
ort
an
t N
ot
Imp
ort
an
t
Urgent Not Urgent
I II
III IV
TYPICAL Vs HIGH PERFORMING PEOPLE
20-25% 60-80%
Less than 1% 15%
50-60% 2-3%
15% 25-30%
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The RUN AROUND DILEMMA
Because we don’t know what is important everything seem important
Because everything is important then we have to do everything
Other people unfortunately see us as doing everything
So they expect us to do everything
But doing everything keep us so busy that we don’t have time to really
think about what is important to us
Anonymous
Formal and Moral Authority
Session 4
LAW OF RESPECT
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Does Leadership inspires respect
OR Respect inspires leadership
1
2
10
4
5
3
4
6
9
1
…leaders go their way in a new group
1 2
10
9
4 5
3 4
7
6
Natural Alignment
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•The more leadership ability a person has the more quickly he/she recognizes leadership or it lack in others •It is not a guessing game. People don’t follow others by accident. They follow individuals whose leadership they respect. •When people respect you as a person, they admire you. When they respect you as a friend, they love you. When they respect you as a leader, they follow you. •The leader must know, must know he knows, and must be able to make it abundantly clear to those about him that he knows (Clarence b. Randall) •The greatest test of respect comes when a leader creates major changes in an organization
Position
Personhood
People development
Production
Permission
LEADERSHIP LEVELS
Res
pec
t
100%
0%
FORMAL vs MORAL
AUTHORITY
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•When people with the formal authority/ position power (secondary greatness) refuse to use that authority & power except as last resort, their moral authority increases because it is obvious that they have subordinated their ego & position power & use reasoning, persuasion, kindness, empathy, & in short trustworthiness instead. •Moral authority exponentially increases the effectiveness of formal authority. Why? •When you borrow strength from position, you build weakness in three places: in self, because you are not developing moral authority; in the other, because they become codependent with your use of formal authority; & in the quality of the relationship, because authentic openness & trust never develops. •The surest way to reveal one’s character is not through adversity but by giving them power – Abraham Lincoln
Might makes right Loyalty above integrity To get along go along The “wrong” is in getting caught The top people don’t live it Image is everything No one told me There is only so much
Right makes might Integrity is loyalty Stubborn refusal The “wrong” is in doing wrong Be a model not a critic “to be rather than seem” Ask, recommend There is enough to spare
POSITION CHOICE
Hitler
Low High
Hig
h
CHOICE
PO
SIT
ION
AUTHORITY MATRIX
George Washington
Jesus Many Celebrities
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of the law of Respect is that:
People naturally follow leaders
stronger than themselves.