Key skills to Intentional Leadership
151
06 October 2011 optimising your performance key skills to Intentional Leadership in work and life BDS Hons, ACMC, CSP
description
We are not alone in this world. How can we optimise our performance at work and in life by understanding who we are, what we want, and how to get there by helping others through learning partnerships.
Transcript of Key skills to Intentional Leadership
06 October 2011
optimising your performance
key skills toIntentional Leadershipin work and life
BDS Hons, ACMC, CSP
Before we start
“There’s no growth in the comfort zone and no
comfort in the growth zone”
the challenge
Play FULL TILT!
Summary Notes
Group Discussion
the logistics
1. Unleashing your leadership potential to
better drive performance in work and life
2. Exploring the X-factor of Success
3. Leading Self and Others
4. Navigating Change
5. What do we commit to do moving forward?
the objectives
What if ....all you needed to know about
leadeRship you leaRnt fRom home?
“Wisdom was not at the top of the graduate school
mountain, but there in the
sand pile at school.”
Robert Fulghum, Author
self-leadership insight
Transformational Leadership for Professional Women
Transform or Die Can’t do it like we used 13
Concept 2
2009 And Beyond Good Food, Good Life.
A snapshot of the business atthe beginningof 2008...
1313
The world is changing
2009 and Beyond Good Food, Good Life.
13
Oceania 2009
Ref: Prigogene 1977
dissipative structuresPrigogene: Nobel Prize 1977
DISSIPATIVE “POP”
Ref: Prigogene 1977
doing oRdinaRy well to be extRaordinaRy
managing change
“Few really welcome a
change
except for wet babies.”
What is my greatest
challenge today?
challenges in changing times
What do I want from this working session? Your outcomes
Your outcomesYour achievementYour name & role
16Introducing ...
Understanding High Performance Teams
What is the X-factor?
Defining your success Get clear. Get help.
19
the leadership definitionEffective leadership
EXCITES people to EXCEPTIONAL
PERFORMANCE
followersAnyone you need to excite to deliver exceptional performance
If you want to build a ship, don’t summon people to buy wood, prepare tools,
distribute jobs and organise the work … … teach people the yearning for the wide,
boundless ocean
Antoine de Saint-Exupery, Author of The Little Prince
the suggestionThe Golden Circle
...WHAT IF?
WHY?
HOW?
WHAT?
the disney pattern
the disney pattern
Dreamer
Realist
Critic
Dreamer
the disney pattern
Realist
the disney pattern
Critic
the disney pattern
NOW FUTURE
Disaster
Mental Rehearsal
NOW FUTURE
Success
Mental Rehearsal
Present Situation Desired State
What if ... your future is compelling?
Pathway to Desired State What stops you?
Gap analysis
What Blocks & Stops? What resources needed?
The Human Condition We get in our own way!
Leading SelfThe Human Condition
The Human Condition: Paul Mitchell from Human Enterprise
self-leadership insight
“Wherever your heart is, there lies your treasure”
Paulo Coelho, Lyricist & Novelist
Putting Values Into Action Reviewing your pre-work
Putting Values Into ActionParticipant’s Workbook
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ACHIEVEMENT (attaining goals, sense of accomplishment)
ADVANCEMENT (progress, promotion)
ADVENTURE (new and challenging experiences, risk)
AFFECTION (love, caring, fondness)
COMPETITIVENESS (striving to win, being the best)
COOPERATION (collaboration, teamwork)
CREATIVITY (being imaginative, inventive, original)
ECONOMIC SECURITY (steady, adequate income)
FAME (renown, distinction)
FAMILY HAPPINESS (close relationships with family members)
FREEDOM (independence, autonomy, liberty)
FRIENDSHIP (close relationships with others, rapport)
HEALTH (physical and mental well-being)
HELPFULNESS (assisting others, improving society)
INNER HARMONY (being at peace with yourself and others, tranquility)
INTEGRITY (honesty, sincerity, standing up for beliefs)
INVOLVEMENT (participating with and including others, belonging)
LOYALTY (commitment, dedication, dependability)
ORDER (organized, structured, systematic)
PERSONAL DEVELOPMENT (learning, strengthening, realizing potential)
PLEASURE (fun, enjoyment, good times)
POWER (influence, importance, authority)
RECOGNITION (respect from others, acknowledgment, prestige)
RESPONSIBILITY (accountability, reliability)
SELF-RESPECT (belief in your own abilities, self-esteem)
SPIRITUALITY (faith, strong spiritual and/or religious beliefs)
WEALTH (abundance, getting rich)
WISDOM (discovering knowledge, insight, enlightenment)
PERSONAL VALUES A + B = C ! Pre-work Others Work Choices
Values and SatisfactionThis exercise will help you look at your values from two viewpoints:value satisfaction you want to maintain and value satisfaction youwant to increase.
CCoolluummnn AA“How would I feel if my present satisfactionof this value was greatly reduced?”1 = It wouldn’t bother me2 =3 = Moderately concerned4 =5 = Devastated!
CCoolluummnn BB“How would I feel if my present satisfactionof this value was greatly increased?”1 = It wouldn’t matter2 =3 = Happy4 =5 = Terrific!
RATINGSCALE
Fold
28 Values
First LookOthersWork
ChoicesSatisfaction
Top 5Co-workers
VALU
ESIN
TOAC
TION
12 Putting Values Into ActionParticipant’s Workbook
More like a clothesline___or a kite string___?
More likely to walk on thin ice___or to tiptoe through the tulips___?
More like a hotel___or a motel___?
More red___or green___?
More like a singer___or a dancer___?
More of a loner___or a grouper___?
More like a rose___or a daisy___?
More like a shark___or a sardine___?
More like a shoe___or a sock___?
More like a saver___or a spender___?
More like a window___or a door___?
More yes___or no___?
More of a talker___or a listener___?
More like a teacher___or a student___?
More like the country___or the city___?
More like a tree___or a bush___?
More like a dog___or a cat___?
More like a heel___or a sole___?
More like summer___or winter___?
More like the present___or the future___?
More likely to go along___or go against___?
More like coffee___or tea___?
More like a mountain___or a valley___?
More fast___or slow___?
More like an apple___or an orange___?
More like steel___or gold___?
More like an elevator___or an escalator___?
ChoicesCChhooiicceess
ChoicesChoices
Achievement___Advancement___Adventure___Affection___Competitiveness___Cooperation___Creativity___Economic Security___Fame___
Family Happiness___Freedom___Friendship___Health___Helpfulness___Inner Harmony___Integrity___Involvement___Loyalty___
Order___Personal Development___Pleasure___Power___Recognition___Responsibility___Self-respect___Spirituality___Wealth___Wisdom___
___________________________, ___________________________, ___________________________
Are you . . .
28 Values
First LookOthersWork
Choices
Top 5
VALU
ESIN
TOAC
TION
16 Putting Values Into ActionParticipant’s Workbook
Things to Enhance
Plan family outings;visit my extendedfamily; come homeearlier during theweek.
1
Personal DefinitionMy definition of this value is . . .I feel satisfaction of this value when . . .
Things to EnhanceWhat actions are necessary to increase my satisfaction of this value?What are my must-do’s (important and urgent)? What are my want-to-do’s (important, but not urgent)?
Who plays a role in increasing my satisfaction of this value? Who is affected by actions I would take?
If I had an entire day just for myself, how would I spend it?
Of all the actions considered, which one would have the greatestimpact on my satisfaction?
Things to MaintainWhat must I keep doing to at least maintain my current level ofsatisfaction with this value?
What is bringing me a lot of satisfaction with minimal effort?
Who plays a key role in maintaining my current level of satisfaction?
Example
ACTI
ON
Value: Family Happiness
Definition: Close relationships with familymembers; weekends spent together; flex time for appointments, emergencies.
My Most ImportantValues on ________
date
Things to Maintain
Not bringing workhome on the weekend;spending holidaystogether; going tochild’s school events.
VALU
ESIN
TOAC
TION
Putting Values Into ActionParticipant’s Workbook
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25. Manager’s approach is directive;close supervision
26.
2. Work projects are short cycle;frequent new activities
1. High structure; goals andprocedures established by others
3. An absorbing job; think about workon own time; take work home
4. Do whatever is needed to getthe job done
5. Work closely with others in thecompany; teamwork
6. Job requires coming up with ideasand getting support for them
7. Quantitative skills required(budgeting, forecasting, analysis, etc.)
8. Low risk, low likelihood of failure
9. Frequent communication with personto whom I report
10. Considerable contact with external customers
11. Job requires greater specializationof current skills
12. Work requires a fast pace, tightdeadlines, high pressure for results
13. Manage people; team manager
14. Little creativity or innovation required
15. High visibility of results to highermanagement
16. Work requires high level of attentionto detail
17. Working hours are flexibleand variable
18. Financial rewards are steadyand predictable
19. Casual atmosphere and dress
20. Lots of travel; overnights
21. Feedback on performance isfrequent and specific
22. High level of responsibility formaking decisions
23. Decision making is participative
Low structure; expected to establishown goals
Work projects continue for long periodsof time
Work at work and don’t have to thinkabout it at home
Following established procedures is important
Work mostly alone; independently
Job requires implementing ideas withoutsupport from others
Minimal quantitative work
High risk, high challenge
Infrequent communication with personto whom I report
Little contact with external customers
Job requires broadening skills rather thanmore specialization
Work allows a slower pace, less urgentdeadlines, lower pressure for results
Do not manage people or lead teams
Considerable creativity and innovationrequired
Low visibility of results to highermanagement
Work requires little attention to detail
Working hours are well defined and constant
Financial rewards are variable and linked to results
Formal atmosphere and dress
Little travel; rarely out of local area
Feedback on performance is infrequentand general
Limited responsibility for making decisions
Decision making is mostly “top down”
Infrequent written communication24. Frequent written communicationrequired
Manager’s approach encourages self-management and coaching by peers
HighlyDescribes
ModeratelyDescribes
HighlyDescribes
ModeratelyDescribes Balance
X = Ideal JobO = Current Job
GreatlyPreferPreferGreatly
Prefer Prefer Balance
O
X
O
XJob Characteristics
VALU
ESIN
TOAC
TION
Action Plan! By taking this action, how will my work and life be better?
! If this action would really increase my satisfaction, why haven’t I done it before?
! What’s been getting in my way?
! What steps must I take to eliminate these barriers?
! What’s the risk of not taking this action?
Action to Get to “Better”:
Resources Needed (people, knowledge, skills, equipment, etc.):
Key Initial Steps:
Who What When
Coach:
18 Putting Values Into ActionParticipant’s Workbook
VALU
ESIN
TOAC
TION
Pathway to Desired State What is your first step?
Action Plan
Expectation
EventPresent time
Gap = Magnitude
of emotional intensity
managing expectations
...Making specific requests of one another
VulnerabilitiesKey FrustrationsNeeds
managing expectations
LOSE YOUR MIND
COME TO YOUR SENSES
INSANITY:doing the same thing and
expecting a different Result
Find the Gems
SUMMARYWhat you learnt today that you can apply immediately
self-leadership insight
•Review•Summarize•Action•Tell someone•Teach someone•S.E.E.
50
memory: review - retain - recallHow to ‘warp’
memoryto your advantage
Review What You Learnt Team Presentation
07 October 2011
optimising your performance
key skills toIntentional Leadershipin work and life
BDS Hons, ACMC, CSP
PHILOSOPHER’S WALKTake an elbow buddy to review and reflect
54PHILOSOPHER’S WALK
open frame
competence
connection
“...how you do anything is how you do everything...
Your ‘character’ or ‘nature’ just refers to how you handle all the day-
to-day things in life...”
Derek Siver, Music entrepreneur
Founder CD Baby, Winner World Technology Award 2003,
self-leadership insight
59personality filters
60MBTI instrument
Carl Jung
"I dream that long after I'm gone, my work will go on helping people." Isabel Myers, 1979
61Extraversion or Introversion
The direction in which we focus our attention and energy
62Extraversion or Introversion
The direction in which we focus our attention and energy
63some key words
ExtraversionAction
OutwardPeople
InteractionMany
ExpressiveDo-Think-Do
IntroversionReflectionInwardPrivacyConcentrationFewQuietThink-Do-Think
64self-assessment
Given the choice, which do you prefer: Extraversion or Introversion?
VeryClear
FairlyClear
Slight Slight FairlyClear
VeryClear
65E-I splitting exercise
Create 3 questions that will give you better insight into the opposite to your preference on this dichotomy.
(5 minutes)Elect a spokesperson to ask the questions.
66implications & applications
Communication breakdown
Conflict between the two types
67Sensing or iNtuition
The way we take in information and the kind of information we like and trust
68Sensing or iNtuition
The way we take in information and the kind of information we like and trust
69some key words
SensingFacts
RealisticSpecificPresent
KeepPracticalWhat is
IntuitionIdeasImaginativeGeneralFutureChangeTheoreticalWhat could be
70self-assessment
Given the choice, which do you prefer:Sensing or Intuition?
VeryClear
FairlyClear
Slight Slight FairlyClear
VeryClear
71S-N splitting exercise
Look at the following picture for 11/2 minutes, in silence.
Then be prepared to share with the group what you think you have been looking at
72
73implications & applications
We must remember that we all trust our own perceptions, while knowing that there are many other ways of seeing the same object/situation.
74Thinking or Feeling
The way we make decisions
75Thinking or Feeling
The way we make decisions
76some key words
ThinkingHead
DistantThings
ObjectiveCritiqueAnalyse
Firm but fair
FeelingHeartPersonalPeopleSubjectivePraiseUnderstandMerciful
77self-assessment
Given the choice, which do you prefer: Thinking or Feeling?
VeryClear
FairlyClear
Slight Slight FairlyClear
VeryClear
78T-F splitting exercise
Imagine that you have been invited to a party with your partner or a close friend.Your partner/friend arrives, ready for the party. You look at what the person is wearing and say to yourself, ‘Oh no! Is he/she really going to wear that?’What do you do and say in this situation? Discuss in your groups.
79implications & applications
Thinking types look for faults and helpfully point them out.Feeling types look for good things and point them out.Which is the best approach?
80Judging or Perceiving
Our attitude toward the external world
and how we orient ourselves to it
81Judging or Perceiving
Our attitude toward the external world
and how we orient ourselves to it
82some key words
JudgingOrganised
DecisionControl
NowClosure
DeliberatePlan
PerceivingFlexibleInformationExperienceLaterOptionsSpontaneousWait
83self-assessment
Given the choice, which do you prefer: Judging or Perceiving?
VeryClear
FairlyClear
Slight Slight FairlyClear
VeryClear
84J-P splitting exercise
Assuming that you are all friends, plan a social picnic for your group.
85implications & applications
Judging types form a poor opinion of Perceiving types.Perceiving types have to look like Judging types if they are to succeed in organisational settings.Judging types pay a price for their need to organise everything – continuous low-grade stress.
86personality type
When combined, your preferencesindicate your personality type.
8716 personality types
Be an authentic chameleon
“Know thyself for the truth shall set thee free”
Authenticity
Being pResent
Common sense
ESSENCE of Leadership
Authenticity
Being pResent
Common sense
nspiRing
ESSENCE of Leadership
Authenticity
Being pResentCommon sense
nspiRing
LeadershipESSENCE
truthlose your mind
be yourself
Authenticity
know youR self
Assets Vulnerabilities
Strengths Allowable weaknesses
Life & business experiences Perceived obstacles or history
Values Limiting beliefs
your balance sheet
know youR self authenticity 1.Differentiate yourself
through your assets.
2.Show allowable
vulnerabilities.
Express your Best Engage your strengths and partner to your weaknesses
Authenticity
Being pResentCommon sense
nspiRing
LeadershipESSENCE
pre-senseshow yourself
see & hear others
Being pResent
read the book
building trust early
RAPPORT
WHAT IS RAPPORT?
building similarities at an
unconscious level
IGNITING YOUR SENSORY CHANNELS
be sense-able
Add Ted.com Evelyn Glennie
building trust early
pace, pace, pace ....... and leadRAPPORT
PACING USING OUR 5 SENSES....
gustatory
kinesthetic
visualauditory
Olfactory
LEARNING TO LEAD come in early as a partner...not late as a judge
BEING CURIOUS ....
?Asking Quality
Questions
WHAT QUESTIONS UNCOVER....
Generalisations
DeletionsDistortions
stoRy selling Inspire with full technicolour,
soundtrack, emotions......
Authenticity
Being pResentCommon sense
nspiRing
LeadershipESSENCE
sense-ableapply yourselfthink of others
Common sense
INNOVATION @ WORK
?? ?
Family: most basic unit of a tRibe
tribal leadership
Lead a Movement
Tell a Story to those who want to listen
Connect a TribeMake change
tribal leadership
Seth Godin on Leadership
common sense leadership steps
1. BEING INSIGHTFUL
2. BEING STRATEGIC
3. BEING TACTICAL
Being insightful
being insightful & strategic
Present Situation Desired State
being strategic
being strategic
Pathway to Desired State What is your first step?
being tactical
leaRning paRtneRships in tRibes
“The world we have created is a product of our thinking; it cannot be changed without changing our thinking…” Albert Einstein
No-one anywhere really knows what the hell is
going on…
So we are all simply just making it up
as we go along…
Authenticity
Being pResentCommon sense
nspiRing
LeadershipESSENCE
visionlose yourselfempower others
nspiRing
be response-able
the C.A.S.E. for leadership http://www.youtube.com/user/BlessingWhite?blend=4&ob=5#p/u/0/8sYX0Zoeiwk
http://www.thehumanenterprise.com.au/leadership-services/leadership-development/Why_Should_Anyone_Be_Led_By_YOU_Workshop\
the suggestionThe Golden Circle
Simon Sinek YouTube
WHY?
What if?
the disney pattern
Dreamer
Realist
Critic
inspiring to step up...
pace, pace, pace ....... and lead
136
the big “Why?”
unfReeze youR passion
....go for the sweet stuff....
Pass onI
LeaRn fRom unexpected
quaRteR
live morelead more
leave a legacy
142
Team presentations Your key insights & learning
Pathway to Desired State What is your first step?
Action Plan
find youR gemsevaluate youR outcomes
START CONTINUE STOP
key insightspeRsonal leaRning jouRnal
What do I commit to?my next steps
Any questions?comments and insights
we value feedback
EMERGING TRENDS IN
PROFESSIONAL SELLING
The latest innovation, research and best practice
in selling and sales management
Compiled and edited by
Paul Sparks
VOLUME 1
If you sell for a living, you manage a sales team, or are responsible for the growth of your business and you want the best outcomes for your
sales efforts – this book is for you.
Some of the world’s leading sales trainers, consultants and
coaches bring you detailed ideas on how you can improve your personal performance, and the
performance of your sales team. Inside this volume you’ll find
12 chapters to ensure you are informed about the latest trends,
research and best practice in professional selling and sales
management.
Each chapter is a book in itself – with more up-to-date
information on personal selling and sales management than any single book published in the last
decade.
EMERGING TRENDS IN PROFESSIONAL SELLING
Here’s what’s inside: Paul Sparks. The evolution of professional selling: understanding the past to inform our future sales performance.Michael Schiffner. Building high performance sales teams: going beyond a training mindset to achieve sustained sales success.Julia Palmer. Strategic networks: the key to sustainable sales success.Mo Fox. See before you sell: how changing your perception is the key to better sales results.Michael Foulds. The sale is the negotiation: reframing the sales process for better sales and stronger customer relationships.Malcolm Dawes. Sales leadership or sales management? It does make a difference for high performing sales teams.Suzanne Mercier. Are your sales people sales imposters? How to overcome fear to create great sales results.John Barraclough & Warwick Burgess. Gaining the last yard in sales: the value of persuasive communication.Mark Purbrick. Simply the best: how to attract, select and retain high performing salespeople.Jason White & Giles Rhodes. Rewarding the sales force: a taxonomy of sales roles to inform reward and incentive programs.Sally-Anne Cotton. The alchemy of 21st century selling: transmuting balance, alignment and intent into golden sales results.Dr Yvonne Sum. Tribal insights for sales leaders: the power of learning partnerships.
“The best book on modern selling and sales management I’ve seen in years with a great range of relevant content. I can’t wait for Volume 2.” – Bob Bentley, 25 year sales veteran, ICT industry.
See inside for details on the 6 DVD companion set which contains over 12 hours of presentations, discussions and interviews featuring the authors as they take a deeper and wider look at the chapter topics. This professionally produced DVD set is an invaluable tool for sales training and
development and is also great for using in sales meetings to begin discussion on critical topics in professional selling.
Australia $66.00 RRP Inc GST
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PILED AN
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KS
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14217 EM_Trends Cvr 21mm.indd 1 9/5/11 12:51:43 PM
StaRt Kidding
YouRselfleaRning leadeRship fRom paRenting
by DR Yvonne Sum
INSPIRED CHILDREN
How leading minds of today raise their children
http://www.dryvonnesum.com/Product/The-7Rs-of-Parenting.html
