Leadership V2 1

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Leadership Topics Qualities of a leader Leadership styles Self awareness (Enneagram test) Leadership assessment Priority setting Leadership hierarchy Leadership is influencing Teamwork Leadership Coaching Winner vs. Loser Difference between managing & leading What leaders do? Leadership assessment test Character & Values
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Transcript of Leadership V2 1

Page 1: Leadership V2 1

Leadership Topics Qualities of a leader Leadership styles Self awareness (Enneagram test) Leadership assessment Priority setting Leadership hierarchy Leadership is influencing Teamwork Leadership Coaching Winner vs. Loser Difference between managing & leading What leaders do? Leadership assessment test Character & Values

Page 2: Leadership V2 1

Session 1Session 1

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What is a Good Leader?

Think of three leaders that you will follow freely. What are their qualities? What do they do that make you want to follow them? How do they affect you?

Think of three leaders whom you will follow only if you are forced to do so or if you are paid with lots of money or who you will not follow at all no matter what. Why won’t you follow them voluntarily? What are their traits?What do they do? What is their impact on you?

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Follow Voluntarily

Lots of experience Considerate Empowers people Visionary Open-minded Inspiring Leads by example Honest Commends people Good communicator Passionate Great motivator

Hardworking Humble Intelligent/smart Risk taker Charming Thinks of the welfare of his

followers Approachable Flexible Transparent firm principled

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Follow Unwillingly or Won’t Follow At All

Corrupt Immoral Closed minded Does not accept

accountability Inefficient Indecisive Incompetent Hypocrite Doesn’t accept mistakes Buck passer Rumor Mongerer

Favorites Unethical Selfish Sarcastic Arrogant Self-serving Lazy Self-righteous Tainted with dishonor Unprofessional Narrow minded Impatient

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Research FindingsResearch Findings

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2 9C H A N G EC O N S U L T A N T S

I N C O R P O R A T E D

C h a ra c te r i s t ic s o f A d m ire d L e a d e rs

C h a r a c t e r is t ic s 1 9 9 5 R e s p o n d e n t s : 1 9 8 7 R e s p o n d e n t s :P e r c e n t a g e o f P e o p le P e r c e n t a g e o f P e o p le

S e le c t in g S e le c t in g

H O N E S T 8 8 8 3F O R W A R D - L O O K I N G 7 5 6 2I N S P I R I N G 6 8 5 8C O M P E T E N T 6 3 6 7F a ir - m in d e d 4 9 4 0S u p p o r t iv e 4 1 3 2B ro a d - m in d e d 4 0 3 7I n te ll ig e n t 4 0 4 3S t ra ig h t f o rw a rd 3 3 3 4D e p e n d ab le 3 2 3 2C o u ra g e o u s 2 9 2 7C o o p e ra t iv e 2 8 2 5I m a g in a t iv e 2 8 3 4C a r in g 2 3 2 6D e t e rm in e d 1 7 2 0M a t u re 1 3 2 3A m b it io u s 1 3 2 1L o y a l 1 1 1 1S e lf - C o n t ro lle d 5 1 3I n d e p e n d e n t 5 1 0

N o t e : T h e s e p e rc e n t a g e s re p re s e n t re s p o n d e n t s f r o m f o u r c o n t in e n t s : A m e r ic a ,A s ia , E u ro p e , A u s t ra l ia . T h e m a jo r it y , h o w e v e r , a re f ro m t h e U n it e d S t a t e s .

S ou rce: T h e L ea d ersh ip C ha l len ge, J a m es M . K ou z es & B a rry Z . P osn er. p . 2 1

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GameGame

Animal Game

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Winner Vs Loser

The winner is part of the answer

The loser is part of the problem

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

Page 10: Leadership V2 1

Winner Vs Loser

The winner has a program

The Loser has an excuse

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

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Winner Vs Loser

The winner sees an answer in every problem

The loser sees a problem in every answer

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

Page 12: Leadership V2 1

Winner Vs Loser

The winner says, “Let me do it for you”

The loser says, “That’s not my job”

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

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Winner Vs Loser

The winner sees a green near every sand trap

The Loser sees 2 or 3 sand traps near every green

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

Page 14: Leadership V2 1

Winner Vs Loser

The winner says,”It may be difficult but it’s not impossible”

The loser says,” It may be possible, but it’s difficult”

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

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Winner Vs Loser

The winner is part of the answer The loser is part of the problem The winner has a program The Loser has an excuse The winner says, “Let me do it for you” The loser says, “That’s not my job” The winner sees an answer in every problem The loser sees a problem in every answer The winner sees a green near every sand trap The Loser sees 2 or 3 sand traps near every green The winner says,”It may be difficult but it’s no impossible” The loser says,” It may be possible, but it’s difficult”

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

Page 16: Leadership V2 1

Changing Management Mindset

From: Managing others Directing Competing Relying on rules Using Hierarchy Consistency/Sameness Secrecy Passivity Isolation People as an expense

To: Leading others Guiding Collaborating Focusing on outcomes Using network Diversity/Flexibility Sharing information Risk taking Involvement People as assets

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

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Human Relations

The six most important words:I admit I made a mistake.

The five most important words:You did a good job!

The four most important words:What is your opinion?

The three most important words:If you please.

The two most important words:Thank you.

The single most important word:We

The least important word:I

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

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Leadership

L Listening E Empowering viewpoint A Ambition D Desire E Example R Respect S Self-esteem H Heart I Initiative P Patience

Best Boss Worst Boss by Best Boss Worst Boss by James B. MillerJames B. Miller

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Famous Leader Dick & Maurice very entrepreneurial established a

theater then a drive-in restaurant in 1937. 1948 they started to serve walk-in clients with fast

service (Speedy service system),streamlined their operations and concentrated on selling hamburgers.

1954 Ray Kroc owner of a milk shake machine factory joined them. He has the vision on what the company can be. A great leader that always in search of good leaders that can help him in running the company.

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What Leaders Do

Establish direction: developing a vision of the future (strategies)

Aligning people: Communicating, directing by words and deeds

Motivating and inspiring: Energizing people to overcome problems

Producing change: dramatic change

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Leadership

We’re all leaders Leadership springs from within Leadership is not an act . It is a way of

living Ongoing process

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Session 2Session 2

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Puzzle GamePuzzle Game

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TeamworkTeamwork

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Competitiveness Vs. Cooperation

Look at others as enemiesConcentrate on yourselfBecome suspicious of othersWin only if you are goodWinning determined by your skillsSmall victory

Some joy

There are winners and losers

Look at others as friendsConcentrate on othersBecome supportive of others

Win if you or others are goodWinning determined by skills of many

Large victoryMuch joyThere are only winners

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Leadership HierarchyLeadership Hierarchy

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Level 1 Highly capable individual

Makes productive contributions through talent, knowledge, skills

and good work habits

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Level 2 Contributing Team Member

Contributes individual capabilities to the achievement of group

objectives and works effectively with others in a group setting

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Level 3 Competent Manager

Organizes people and resources toward the effective pursuit of

predetermined objectives

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Level 4 Effective Leader

Catalyzes commitment to and vigorous pursuit of a clear

and compelling vision, stimulating higher

performance standards

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Level 5 Executive

Builds enduring greatness through a paradoxical

blend of personal humility and professional will

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Difference in concern between Level 4 and Level 5 Leaders

Level 4 Leaders

1. Fine tune concept

2. Strategy questions first : Ask

What to do? What to make? How much to charge it?

Level 5 Leaders

1. Who’s first

2. Strategy later, Right people to decide

3. Statement of trust

4. Sense of ownership

5. Commitment

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Level 5 Leadership (Professional Will)

Burning ambition for company Success

Love firm

Work relentless for results

Beyond ambition

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Level 5 Leadership (Professional Will)

Committed to building “Generationally”

Longevity

Passing of baton

Discover ability

Not weak successor

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Level 5 Leadership (Personal Humility)

Unassuming Quietly producing Not claiming credit Direct attention to others

(Mirror Window principle)

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Tips to avoid Mediocrity in the workplace

Keep Raising standards Give choice who to lose Let go to people unable to

meet bar set

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KEY POINTS

Every good-to-great company had Level 5 leadership during the pivotal transition years.

“Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves.

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KEY POINTS

Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure.

Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two-thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company.

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KEY POINTS

Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.

Level 5 leaders display workmanlike diligence – more plow horse than show horse.

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KEY POINTS

Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite – they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.

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KEY POINTS

One of the most damaging trends in recent history is the tendency (especially by boards of directors) to select dazzling, celebrity leaders and to de-select potential Level 5 leaders.

I believe that potential Level 5 leaders exist all around us, if we just know what to look for, and that many people have the potential to evolve into Level 5.

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Definitions of Leadership

“ The art of mobilizing others to want to struggle for shared aspirations.”

-Kouzes and Posner,1995

“…liberating people to do what is required of them in the most effective and humane way possible.”

- Max DePree, 1990

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Definitions of Leadership

“ Leadership…is exercised when persons of certain motives and purposes mobilize, in competition or in conflict with others, institutional, political, psychological, and other resources so as to arouse, engage, and to satisfy the motives of followers.”

• James MacGregor Burns, 1975

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Definitions of Leadership

“Transforming followers, creating visions of the goals that may be attained, and articulating for the followers the ways to attain those goals”

• Bass, 1985; Tichy and Devanna, 1986

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Difference Between Managing and Leading

Managing– Planning and

Budgetting– Organizing and

Staffing– Controlling and

Problem Solving

Source: A Force for Change, John P. Kotter

Leading– Establishing

Direction – Aligning People– Motivating and

Inspiring

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What Leaders DoWhat Leaders Do

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What Leaders Do Relentlessly upgrade their teams,using every encounter as an

opportunity to evaluate,coach, and build self-confidence. Make sure people not only see the vision,they live and breathe

it. Get into everyone’s skin,exuding positive energy and

optimism. Establish trust with candor,transparency, and credit. Have the courage to make unpopular decisions and gut calls. Probe and push with curiosity that borders on skepticism,

making sure their questions are answered with action. Inspire risk taking and learning by setting the example They celebrate!

Jack Welch-Winning

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Relentlessly upgrade their teams,using every encounter as an opportunity to evaluate,coach, and

build self-confidence.

You have to evaluate-making sure the right people are in the right jobs, supporting and advancing those who are, and moving out those who are not.

You have to coach-guiding,critiquing, and helping people to improve their performance in every way.

Build self-confidence-pouring out encouragement,caring and recognition.

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Make sure people not only see the vision,they live and breathe it

No jargons must be used (cannot be noble but vague)!

Leaders must communicate the vision downstream (never filter!).

Rewards must be aligned. No vision is worth the paper it’s printed on

unless it is communicated constantly and reinforced with rewards.

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Get into everyone’s skin,exuding positive energy and optimism.

“The fish rots from the head”. The leader’s mood is catching. Unhappy tribes a have a tough time

winning. An upbeat manager who goes through the

day with a positive outlook somehow ends up running a team or organization filled with upbeat people with positive attitude.

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Establish trust with candor,transparency, and credit.

Trust happens when leaders are transparent, candid and keep their words.

People should know where they stand in terms of their performance.

People should know how the business is doing.

Give credits where credit is due.

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The Candor Effect

Gets more people in the conversation and when you get more people in the conversation, you get more ideas.

Generates speed. When ideas are debated rapidly, expanded and enhanced, they get acted upon.

Cuts cost. It eliminates meaningless meetings.

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Have the courage to make unpopular decisions and gut calls.

You are not a leader to win a popularity contest.

Your job is to listen and explain yourself clearly but move forward.

You’ve been a leader because you’ve seen more and been right more times (listening to your gut).

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Probe and push with curiosity that borders on skepticism, making sure their questions

are answered with action. The job of the leader is to ask questions.

Questions like “what if?,Why not? And How come?”

Your questions must stimulate debates and raise issues that get action.

You must always challenge to get a bigger and better solution.

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Inspire risk taking and learning by setting the example

Successful companies embrace risk taking and learning.

Create a culture that welcomes risk by freely admitting your mistakes and talking about what you’ve learned from them.

Learn from our people. Get people who can complement your

weaknesses.

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They celebrate!

Celebrating makes people feel like winners and creates an atmosphere of recognition and positive energy.

Work is too much a part of life not to recognize moments of achievement.

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Session 3Session 3

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Meeting and Making Meeting and Making FriendsFriends

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“Breaking Down Walls”

The objective of the game is to have the most number of correct matches between the person being pertained to and the “descriptor.”

In your group, individually answer the following questions:– An amazing fact about yourself not many people know– A nickname you were fondly called when you were a

child– What you would bring to your High School reunion– Your greatest fear– Your priceless possession

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“Breaking Down Walls”

As a group, decide which of the facts under the five headings you would include in the contest. Your objective is to mislead the other teams so that they could not accurately match the answer with the person it came from. So choose those that few people know about the person.

G O !

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GandhiGandhi

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Gandhi

Private man w/o wealth, property official title

Not commander of Army Nor a Ruler of vast land No scientific achievements artistic gift

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Gandhi

Gen. George C. Marshall - Has become the spokesman for the conscience of all mankind

He made humility and simple truth more powerful than empires

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Events in Gandhi’s life

Southern Africa train ride 1893 - “No colored atty in South Africa

Can’t walk in the pavement with white men (equal rights)

Burning of passes (courage and persistence) Walking in the pavement with a clergy man

( When your enemy strike you on your right cheek offer your left also)

Creation of a paper to unite the community

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Events in Gandhi’s life

Quarrel with wife regarding cleaning the restroom (you are human only human)

New Law (all Indians must be fingerprinted like criminals, Only Christian marriage are valid, Policemen demand card of Indian woman)

Miners strike Prison cell

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Events in Gandhi’s life His return to India (Politician wants to use

him) He saw poverty He was wearing a tunic the same clothes his prison mates wear (No political ambitions)

His train ride going back to his province he saw the insurgents

Congress independence rally Politicians who wants to replace the British (Millions that toil the soil under the sun can one say he represents India)

Live like an India (goes back to basic)

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Events in Gandhi’s life When ever there is injustice I always believe in fighting.

Question do you fight to change things or to punish it ;leave punishment to God

The visit of the old poor farmer complaining about their landlords

Second arrest (No shirt if I want to be one with them,I have to live like them) He asked his clergy friend to leave India( is not an easy to decision) Refusal to leave the province and refusal to pay 100 rupees. (Show of character)release without bail

No Luxuries riding on 3rd class and walking A day of fasting (General strike)

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Events in Gandhi’s life

3rd arrest (fighting erupted) Massacre of the innocent gathering firing squad (courage

to take their anger) Joint meeting he requested the British to live India Burning of the clothes from England Policemen killed by marchers lead to Gandhi’s first

fasting (willingness to die for a cause) 4th arrest sedition (non cooperation with evil is a duty) 6

years imprisonment Salt making (Royal monopoly)

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Events in Gandhi’s life

Gandhi’s 5th arrest Rally to salt factory wherein the rallyist were

beaten by the soldiers and they did not retaliate 6th arrest the death of his wife Hindu vs Muslim 2nd fasting for peace between Hindu and Muslim Hindu who killed a child Death of Gandhi

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Sayings

When you’re fighting for a just cause people seemed to pop up even when it’s dangerous

You must show courage willing to take a blow and not fight back (decrease anger and increases respect)

Minority of one the truth is the truth Each man’s labor is as important as an others It’s not me, it’s the principle. And you will do it with joy

or not at all No cause, that I am prepared to kill. They cannot take a

way their self respect if we do not give it to them

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Sayings

Fight against their anger not to provoke it Receive the blows in our pain we will make them their

injustice They make torture my body and kill me they will have

my body not my obedience My dignity comes from following my husband Embarrass those who treats as slave Mahatma - Great soul Eye for an eye only makes up the whole world blind

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Leadership Assessment Leadership Assessment TestTest

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ASSESSMENT OF CURRENT LEADERSHIP QUALITIES

(FOR POTENTIAL LEADERS)     0 = Never 1 = Seldom 2 = Sometimes 3 = Usually 4 = Always

1.  The person has influence. 2.  The person has self-discipline. 3.  The person has a good track record.

4.  The person has strong people skills. 5.  The person has the ability to solve problems.

6 The person does not accept the status quo. 7.  The person sees the big picture. 8.  The person has the ability to handle stress. 9.  The person displays positive spirit. 10.The person understands people. 11.The person

is free of personal problems. 12. The person is willing to take responsibility.

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ASSESSMENT OF CURRENT LEADERSHIP QUALITIES

(FOR POTENTIAL LEADERS)

13.The person is free from anger. 14. The person is willing to make changes. 15. The person has integrity. 16. The person is growing closer to God. 17. The person has the ability to see what has to be done next. 18. The person is accepted as a leader by others. 19. The person has the ability and desire to keep learning. 20. The person has a manner that draws people. 21. The person has a good self-image. 22. The person has the willingness to serve others. 23. The person has the ability to bounce back when problem arise. 24. The person has the ability to develop other leaders.

25. The person takes initiatives.

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ASSESSMENT OF CURRENT LEADERSHIP QUALITIES

(FOR POTENTIAL LEADERS)

90-100 Great leaders (should be mentoring other good & great leaders)

80-89 Good leaders (must keep growing and keep mentoring others)

70-79 Emerging leaders (focus on growth and begin mentoring others)

60-69 Bursting with potential (excellent person to be developed)

Below 60 Needs growth (may not be ready to be mentored as a leader)

The below “60” category is often the most difficult to judge. Some people in this group will never become leaders.

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Session 4Session 4

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EnneagramEnneagram

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EnneagramEnneagram

“Can help understand fears and desires, strengths and

weaknesses, defenses and anxieties, how we react to

frustration and disappointment - and, more positively, what our

truest capacities and greatest strengths are so that we can

build on those rather than on misjudgments and illusions.”

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EnneagramEnneagram

self-understanding

self-knowledge

self-transcendence

self-transformation

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Matching

Paragraph A : Point 9 The Mediator Paragraph B : Point 7 The Epicure Paragraph C : Point 8 The Boss Paragraph D : Point 2 The Giver Paragraph E : Point 1 The Perfectionist Paragraph F : Point 3 The Performer Paragraph G : Point 6 Loyal Skeptic Paragraph H : Point 4 The Romantic Paragraph I : Point 5 The Observer

The Enneagram Advantage The Enneagram Advantage by Helen Palmer by Helen Palmer

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Gifts of Each Personality TypeGifts of Each Personality Type

11 DiscernerReformer

22 Empathiser/Sympathiser Generous Compassionate

33 Performer, achiever, efficientDedicated to workConcerned with productivity

44 Sensitive, tragic romanticCreative with a new way of looking at lifeLooks at life through art

55 Wise, intelligent, observer, thinkerAble to make meaning out of experiencesMake the misunderstood understood understandable

66 Responsible, dependable, trustworthy

Loyal to what is lawful

77 Optimist, enthusiasticHappy - go - luckyAlways a “silver - lining”

88 Leader, magnanimous, empowering

Challenge taker

99 Peace makerMediator

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I am Peaceful9

I am Strong 8 1 I am Perfect

I am Happy 7 2 I am Caring

I am Knowledgeable 5 4 I am Special 3

I am Loyal 6 3 I am Successful

The Enneagram of Personality StatementsThe Enneagram of Personality Statements

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Of Separation/Conflict9

Of Being Weak 8 1 Of Being Imperfect

Of Being Deprived 7 2 Of Own Needs

Of Being Overwhelmed 5 4 Of Being Ordinary 3

Of Being Abandoned 6 3 Of Failure/Of Being Rejected

The Enneagram of Basic FearsThe Enneagram of Basic Fears

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TYPE HEALTHY POINTS UNHEALTHY POINTSTYPE HEALTHY POINTS UNHEALTHY POINTS

1 1 Perfectionist

22 Helper

3 3 Achiever

4 4 Romantic

Ethical, fair, honest, idealistic, orderly, Productive, reliable, self-discipline

Adaptable, caring, compassionate, emphatic,Generous, insightful, loving, sympathizer

Confident, efficient, energetic, industriousOptimistic, practical, self-propelled

Compassionate, creative, expressive, introspective, intuitive, refined, supportive, warm

Anxious, critical, controlling, dogmatic, inflexible, judgmental, overly serious, obsessive-compulsive

Hysterical, indirect, manipulative, martyr-like, over-attention, over-doting, possessive

Deceptive, narcissistic, overly competitive, pretentious, superficial, vain, vindictive

Depressive, guilt-ridden, moody, melancholic, self-absorbed, self-conscious, stubborn

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TYPE HEALTHY POINTS UNHEALTHY TYPE HEALTHY POINTS UNHEALTHY POINTSPOINTS

55 Observer

6 6 Questioner

7 7 Adventurer

88 Asserter

99 Peacemaker

Analytical, objective, perceptive, persevering, self-contained, sensitive, wise

Caring, dependable, loyal, practical, responsible, warm, witty

Charming, confident, curious, enthusiastic, fun-loving, imaginative, spontaneous, quick

Authoritative, direct, earthy, energetic, loyal, protective, self-confident

Diplomatic, emphatic, generous, open-minded, patient, peaceful, pleasant, receptive

Critical, cynical, distant, intellectually, arrogant, stingy, stubborn, unassertive

Controlling, defensive, hyper-vigilant, judgmental, paranoid, rigid, self-defeating, testy, unpredictable

Impulsive, manic, narcissistic, possessive, rebellious, restless, self-destructive, undisciplined, unfocused

Aggressive, controlling, domineering, insensitive, rebellious, self-centered, skeptical, vengeful

Apathetic, forgetful, judgmental, obsessive, passive-aggressive, spaced-out, stubborn, unassertive

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Life Story/Childhood HistoryLife Story/Childhood History

11 High standards of excellence“Good boy/girl”Resentful towards mother

22 Lived in the shadow of somebody importantSelf-evasiveNot aware of theirs needs

33 Put up a frontNeeds approval for achievements and affirmation

44 Abandoned childSense of “trip - drama”Can stay long in painWants to be understood and not understood

55 Poor mother contactAuthoritarian mothersFeel that they have not been loved enough

66 Memories of warmth prematurely cut - offOver protective parental environmentClose to authority figure

77 Experience of happiness early in life,but prematurely cut-off

88 Adult at an early ageSource of difficulty

99 Unaffectionate motherFamily members not emotionally close to one another but in good terms with one anotherLived with little “should’s”

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1 1 Perfect

2 2 Needed

33 Successful

44 Unique

5 5 Knowledgeable

66 Responsible

77 Joyful

88 Content

99 Peaceful

LIFE STATEMENT SELF-CONCEPT MOTIVESLIFE STATEMENT SELF-CONCEPT MOTIVES Life is being… I am … To/To be...Life is being… I am … To/To be...

Right

Generous

Efficient

Different

Wise

Faithful

Fun

Powerful

Peaceful

Correct

Needed/Loved

Approved/Affirmed

Understand the self

To know/understand

Approved the authority

Have fun

Self-reliant

Have unity and harmony

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Circle of Personality Types with the Circle of Personality Types with the CentersCenters

9

6 3

7

1

2

5 4

8

GUT

HEADHEART

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HEADHEAD Where am I? Inner world to What will I gain From it? Outer world

HEART HEART Who am I with? Outer reality to inner reality

GUTGUT Who am I? From past to present How will it help me move in life? Where do I stand?

LIFE QUESTIONSLIFE QUESTIONS MOVEMENTS MOVEMENTS

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CENTER

HEAD

HEART

GUT

PERSONALITY TYPE

FIVE (I)

SIX

SEVEN (E)

TWO (E)

THREE

FOUR (I)

ONE (I)

NINE

EIGHT (E)

CHARACTERISTICS

Escapes fear by withdrawing and not being involvedAlternates between avoiding and confronting fearEscapes fear through plans and diversions

Over relates with people

Denies own feelingsAssumes image and role from society

Relates to self-image

Keeps cold anger within

Denies own anger

Expresses hot anger to others

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FACIAL EXPRESSION

Sharpness of features

Concerned look

Youthful looking

Casual/Sad look

Hard post look

Hyper-alert/Scanning look

1

2

3

4

5

6

PHYSICAL APPEARANCE

Neat and well-scrubbedTightness in the mouth or jawUsually thin

Warm and attractive smileComfortable clothingUsually a little overweight

Dresses well/StylishTry to be fit and trim

Dresses with a sense of uniqueness of “drama”

Uncomfortable smilesBeard for menCouldn’t care less for fashion

Radiate a nervous energyComfort rather than style

SPEECH

SermonizeWith authority that sounds right

ComplimentaryFlattery“Advise getting”

PropagandizesDemonstrative

DramaticLamentations

Summarizes

CautionsPuts limitsProtected

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FACIAL EXPRESSION

Cheery, chubby look

Weather-beaten face

Plain/Blank look

7

8

9

PHYSICAL APPEARANCE

Smile a lotTeddy bearish but not fatSense of style

Husky sideLiable to wear massive outfit

Fairly relaxed and pleasantComfortable clothing

SPEECH

Story-tellingTalkativeHumorousEntertaining

Sarcastic“NO”Debunks

Monotone“Matter-of-fact”

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TYPE

1

2

3

4

5

6

STRENGTHS

Does the right thing and not easily swayed by external pressuresCareful

Sensitive to emotional levelsExcellent caretakers/care-givers

Goal OrientedHave an innate way of knowing how to relate to the world

Highly developed artistic senseDeeply in touch with the pain and sadness in lifeKeen sense of style and fashion

Good sense of objectivityUtilizes resources efficientlyExcellent listenersIndependent that they don’t seek others to take care of them

Long attention spanCareful and preciseFocused concentration

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TYPE

7

8

9

STRENGTHS

Pleasant and very easy to get along withImaginative brainstormers and visionariesPositive approach to life

What is within, so withoutDefenders of the weakConfronts life as it is

Sees all sides of an issueFairly generous and easy-goingDoes not expect something in return

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TYPE

1

2

3

4

5

OCCUPATIONS

Physician Teacher LibrarianNurse Accountant SecretaryClergy Technician

Social Worker NursePsychologist Executive SecretaryPhysician Clergy

Acting AdvertisingMedicine Corporate ManagementMarketing BankingSales EntrepreneurshipPromotion Politics

Acting Critic CounselorDancing EntertainerPainting Interior decoration

Accountant Computer Programmer Academic PositionsArchaeologist Research ScientistWriter Librarian

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TYPE

6

7

8

9

OCCUPATIONS

Engineer Civil Servant Officer in the armed forcesMachinist Technologist Police OfficerBuilder School Instructor Fire fighter

Consultant Entrepreneur Public relationsEditor WriterManagement staff Scientist

Police Officer Armed forces officer BusinessmanLawyer Union OrganizerSports figure Manager

Arbitrator Umpire BureaucratAmbassador RefereeAdministrator Lab Technician

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TYPE

1

2

3

4

5

ATTRACTIVE

Quality controlMeticulous attention to detailClear organizational structureCorrecting errorsWork that requires continuous improvement

Associations with othersAssociations with the “needy” others

Space for continuing developmentWhere potentials excel the mostPerformance-orientedQuick turn-overs and results

Creative jobs that facilitate unique, strange or eccentric approach

Analysis and reanalysisLimited association with othersInformation and research

UNATTRACTIVE

No clear-cut guidelinesWork that requires on-the-spot decisions with minimal information

Work that provides the least stroking, positive feedback and gratitude

RoutinaryWork that involves time and experimentation

Mundane and ordinary

Open competitionConfirmation and direct association with others

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TYPE

6

7

8

9

ATTRACTIVE

Hierarchy-orientedBeing with authority or being authority to oneself

Planning and conceptualizingVisioningBeing in the new

Leadership

Mediatorship

UNATTRACTIVE

On-the-spot decisions

ImplementationFixed guidelines

Following orders

Conflict

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TYPE

1

2

3

4

5

HELPING THE OTHER

Don’t like to be toldShow interest in what they are doingTeach them to relax

Help them to be aware of their feelingsAcknowledge their needsAssure themHelp them express their needDelay your “thank you’s”

Affirm what is real in themHelp them to accept failure

Ride on to the mental framework but be in touch with the truthHelp them to focus on the ordinary

Help them to come out of their cave. Do not wait for them to come out for you will be out-wittedBy coaxing their creativity, challenge them and affirm themShow interest in their writingChallenge them to something new

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TYPE

6

7

8

9

HELPING THE OTHER

Call to test courageAffirm themFollow them through

Don’t like to be toldCall them to be accountable of their own plansGive them the hardworkDo not pick up pieces for them, let them do itCall them to awareness of what they are doing

Call their gentlenessDo not counter aggressionDisarm them in a gentle way

Help them manage the conflictCall them out of their shells for they contain gold

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FRIENDSHIPS

11 1 - 2 - 4 - 7 - 8 – 9 6 6 - 3 - 5 - 7 - 9

22 2 - 1 - 3 - 4 - 5 - 8 7 7 - 1 - 5 - 6 - 8

3 3 - 2 - 4 - 6 – 9 8 8 - 1 - 2 - 5 - 7 - 9

4 4 - 1 - 2 - 3 – 5 9 9 - 1 - 3 - 6 - 8

5 5 - 2 - 4 - 6 - 8

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Point 1 The Perfectionist

Attention goes to error, to what needs correcting Judging mind. Things are either right or wrong Powerful inner critic monitors thought, word and deed Worried about getting things right; unusually sensitive to criticism Striving for perfection Responsible Postpones pleasures Repression of impulses/desires Focus on being good Rigid, overly controlled Independence valued Virtue is it’s own reward

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

Page 103: Leadership V2 1

One at Work

Work Best In -Organization with clear guidelines and in jobs requiring details such as Accounting, Finance, Science and Technology

Have problems working in - Fields where the rules of the game constantly change, such as Marketing technological products, Entrepreneurial set ups, where decisions are made with partial information

Where business wants it’s ones - Hospital operating rooms, Nuclear reactor inspection teams

The Enneagram Advantage The Enneagram Advantage by Helen Palmer by Helen Palmer

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Point 2 The Giver

Attention goes to the needs of significant others Price in giving/helping”People depend on my help” Gives to get approval and acceptance Sometimes feels taken advantage of Hard to express own needs Self-presentation alters to please significant people Manipulative. Indirect approach to meeting own needs Likes to be the power behind the throne

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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Two at Work

Work Best In - Jobs where there’s a high interpersonal component: Human resources, health care professions, service industries, sales representatives.

Have problems working in- Jobs that are isolated from positive contact with people: lighthouse keeper, forest ranger, computer programmer

Where business wants it’s twos - Facilitating a fund raising drive, representing them at local chamber of commerce luncheons, dealing with the media

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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Point 3 The Performer Attention goes to accomplishing things Leisure activities are also results oriented Focus on goals not means Seeks approval and acceptance based on performance Image is important. Looking good inattention to feelings Fits own image to a work role Anger at obstacles to tasks Impatient. Feels constant pressure to perform

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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Three at Work

Work Best In - Competitive environment with a ladder to climb and a clear system of rewarding effort. Salary, titles, and decision-making roles are incentives.

Have problems working in - Jobs that require periods of apparent inactivity no clear game plan. Threes do not like to sit around and talk about ideas, revise a decision or get slowed down by questions.

Where business wants it’s threes - Marketing, sales and advertising; during rapid expansion phase of any business; situations that require efficiency, streamlining and rapid turnaround.

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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Point 4 The Romantic

Attention goes to what is missing Push-pull Phenomena Feels special and elite An abandonment theme “ I’m not lovable” Empathetic, especially for the suffering of others Romantic and artistic Resists being evaluated. I’m different

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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4 at Work

Work Best In - Jobs in which creativity and individuality are prized. They gravitate toward distinctive work-advertising, performance arts, product design

Have problems working in-Jobs that are rigid, impersonal structures, or where the work is repetitive: the military, insurance warehousing. Fours don’t work well with better paid, more popular coworkers

Where business wants it’s Fours-Onstage, creating in the lab or at the drafting table: modeling

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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Point 5 The Observer

Marked need for privacy Attention goes to observing rather than participating Intellectualizes Detached from feeling Limits intrusion from a world that wants too much Minimalist. Reduces needs;limits desires Self-sufficient Hoards time, space, energy, knowledge Compartmentalizes

Looks superior (aloof), but feels inferior The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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5 at Work

Work Best In - Jobs where there’s time to think. Research and development, libraries, night shift at the computer lab

Have problems working - Jobs that require open competition or confrontation: The trading desk at a brokerage firm. Fast paced interpersonal jobs, customer service desk at a department store. Jobs requiring emotional contact, day care provider, airline hostess

Where business wants it’s Fives - Jobs calling for continuous reanalysis: University professors, long-range planner, on the board of directors

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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Point 6: Loyal Skeptic Attention goes to potential difficulties, danger, interference Active imagination;amplifies questionable areas Safety and security concerns Doubting mind, contrary thinking Questions people. “Bullshit detectors” Sees implications, inferences and hidden meanings Questions authority Ambivalent about success; discounts it or fails to complete

project Procrastinates because of fearing the outcome

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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6 at Work

Work Best In - Environments where there are clear lines of authority and defined problems. Jobs where honesty and asking hard questions are valued: University classrooms, auditing and investigative work

Have problems working - Environments that have ambiguous guidelines, an insider track, and lots of behind the scenes wheeling and dealing

Where business wants it’s Sixes - Prosecuting attorneys, Chief financial officers, heading planning departments and compliance officers

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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Point 7: The Epicure

Attention goes to what is positive and to future possibilities Optimistic; sees multiple options Difficulty with commitment Doe not want limits Pleasure-seeking, life is an adventure A glutton for experience and enjoyment Has many interest Active-lots of projects and overbooked Experience is more important than success Feels entitled; narcissistic Charming and disarming

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

Page 115: Leadership V2 1

7 at Work Work Best In - Jobs where there’s a spirit of adventure: fast-

paced settings and rapidly changing information Sevens are theoreticians, futurist and multi task people

Have problems working - Jobs with predictable futures that can be finessed to make them more interesting, or repetitive work isolated from, simulation, laboratory and assembly-line worker, tailor

Where business wants it’s Sevens - The brainstorming and planning stage of any interesting project. Discovering points of similarity between different fields of interest, university interdisciplinary studies track, jobs requiring networking and promoting complex ideas, such as politics, lobbying, media production manager, public relations outreach, field works

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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Point 8: The Boss

Attention goes to power, dominance, and control of territory

Concerned with strength and protecting the weak Denies own vulnerability and weakness All or nothing polarities; things are black or white Believes in absolute truth, justice Aggressive, intimidating and impulsive Wants stimulation and excitement Direct and confrontational Express anger (“gets pissed”)

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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8 at work Work Best In - Jobs where there’s competitive juice and

constructive outlet for energy. Eights like their own fiefdom and a clear chain of command for redress of grievances. Real estate developer, CEO of their own company, Military commanders.

Have problems working In - Jobs that require protracted diplomacy and shared power: co-chair of anything , consumer relations, representative commanders.

Where business wants it Eights - At the helm during confrontation, spearheading an expansion phase; trial lawyers, union organizer, manager of a sports team

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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Point 9: The Mediator

Attention shifts to secondary activities Nonessentials may get equal attention with the essential Sees all sides of an issue Peacemaker/harmonizer; overly adaptive Pleasing and caring;has difficulty saying no Participates. Joins in Wants the comfortable solution, avoids conflicts Ambivalent Indirect anger;passive aggression

Contains own energy and anger

The Enneagram Advantage by Helen Palmer The Enneagram Advantage by Helen Palmer

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9 at Work

Work Best In - Jobs that require big-picture perspectives and take account of multiple inputs: global planning.

Have problems working In - Fast paced, rapidly changing environments that downplay interpersonal communication.

Where business wants it Nines - U.S. postal service, Vice President administration, office manager, big picture planning

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Ron KauffmanRon Kauffman

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Session 5Session 5

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PriorityPriority

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Prioritize

High Importance /High UrgencyHigh Importance/Low UrgencyLow importance/High UrgencyLow Importance/Low Urgency

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High Importance /High Urgency

Tackle these projects first

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High Importance/Low Urgency

Set deadlines for completion and get these projects worked into

your daily routine

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Low importance/High Urgency

Find quick, efficient ways to get this work done without much personal involvement. If possible delegate it

to a “can do” assistant

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Low Importance/Low Urgency

This is busy or repetitious work such as filling. Stack it up and do it in

one-half hour segments every week; get somebody else to do it; or don’t

do it at all.

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Priority Principle

You cannot overestimate the unimportance of practically

everything

Violin Player

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Priority Principle

The good is the enemy of the best

Lighthouse keeper

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Priority Principle

You can’t have it all

Mountain climber

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Priority Principle

Too many priorities paralyze us

LION TAMER

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Priority Principle

Time deadlines and emergencies force us to prioritize

Effectiveness versus Efficiency

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Priority Principle

Too often we learn too late what is really important

Family Ranch“Nobody on his death bed ever said, “I

wish I had spent more time on my business ’ ”

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Film ShowingFilm Showing

Emotional Intelligence

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Module Two – Self-Module Two – Self-Acceptance and Self-Acceptance and Self-

MasteryMastery

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Points from D. Goldman

Pre-frontal areas: executive center amygdala: emotional center

– Storage of emotional memory– Impulses and Hi-jack – dramatic, reactive behavior

patterns or attempts at symbolic resolutions– Tells us how we are and what we value

Self-Management:– interaction between the two– Requires use of both and choice

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Points from D. Goldman

Self-Management:– interaction between the two– Requires use of both and choice– Requires increase of inner freedom

• External locus of control vs. Internal locus of control

Empathy

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Leadership Development Process

Transformation is essential: from self-orientation to other orientation

Usually triggered by crisis Same person, shift in orientation

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Daniel Goleman: EI Dimensions and Associated Competencies

Personal Competence: These capabilities determine how we manage ourselves– Self-Awareness

• Emotional Self-Awareness: Reading one’s own emotions and recognizing their impact; using gut to guide decisions

• Accurate Self-Assessment: Knowing one’s strengths and limits

• Self-Confidence: A sound sense of one’s self-worth and capabilities

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Daniel Goleman: EI Domains and Associated Competencies

Personal Competence: – Self-Management

• Emotional Self-Control: Keeping disruptive emotions and impulses under control

• Transparency: Displaying honesty and integrity;trustworthiness

• Adaptability: Flexibility in adapting to changing situations or overcoming obstacles

• Achievement: The drive to improve performance to meet inner standards of excellence

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Daniel Goleman: EI Domains and Associated Competencies

Personal Competence: – Self-Management

• Initiative: Readiness to act and seize opportunities

• Optimism: Seeing the upside in events

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Daniel Goleman: EI Domains and Associated Competencies

Social Competence: These capabilities determine how we manage relationships– Social Awareness

• Empathy: Sensing other’s emotions, understanding their perspective, and taking active interests in their concerns

• Organizational Awareness:Reading the currents, decision networks, and politics at the organizational level

• Service: Recognizing and meeting follower, client, or customer needs

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Daniel Goleman: EI Domains and Associated Competencies

Social Competence: – Relationship Management

• Inspirational Leadership: Guiding and motivating with a compelling vision

• Influence: Wielding a range of tactics for persuasion

• Developing Others: Bolstering other’s abilities through feedback and guidance

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Daniel Goleman: EI Domains and Associated Competencies

Social Competence: – Relationship Management

• Change Catalyst: Initiating, managing,and leading in a new direction

• Conflict Management: Resolving disagreements

• Teamwork and Collaboration: Cooperation and teambuilding

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Integration

Self-Awareness

Self- Management

Social Awareness

Relationship Management-Inspirational Leadership-Influence-Developing Others-Change Catalyst-Conflict Management-Teamwork

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Integration

4 Dimensions• Self-Awareness•Self-Management•Social Awareness•Relationship Management

Competencies Resonant Leader

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Feelings

Natural Neutral Personal – close to home Tells us how we really are Tells us our preferences, and therefore, our

values. Or, in other words, what is important to me.

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Feelings

Tells us our patterns of needs and of valuing Therefore, provides clues as to how we are at a

point in time and more importantly, who we are. Unrecognized, you are susceptible to amygula hi-

jacks that affect your decisions and actions, manipulation by others, and simply drifting or being “lost”.

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Pattern of Individual Change by Fr. Calpotura, S.J.

Desensitized Sensitized Clash of Perception of Reality and Self-

Images Decision Point: to change how I am or not If decision is to change, then behavioral

experimentation Behavior becomes a habit

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Topics for Sharing

When I was younger, … I had fun when … A low point in my life was … I am afraid of… One time I felt successful was when … I feel loved when …

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PRIMAL PRIMAL LEADERSHIPLEADERSHIP

Daniel Goleman

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Daniel Goleman’s Primal Leadership

The fundamental task of leaders…is to prime good feeling in those they lead. That occurs when a leader creates resonance – a reservoir of positivity that frees the best in people. At root the primal job of a leader is emotional.

Resonant Leadership – to be in synch Dissonant Leadership – to be off-key

Source: Daniel Goleman, Primal Leadership

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Primal Leadership

Great leadership works through the emotions. The primal task of a leader is to drive collective emotions in a positive direction and clear the smog created by toxic emotions. Its effects extend beyond ensuring that a job is well done to include supportive emotional connection, or “empathy”.

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Primal Leadership

When leaders drive emotions positively, they bring out everyone’s best, an effect called resonance.

When leaders drive emotions negatively, they spawn dissonance, undermining the emotional foundations that let people shine.

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Primal Leadership

The key to making primal leadership work lies in the leadership competencies of emotional intelligence: the manner by which leaders handle themselves and their relationships.

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Primal Leadership

The Open Loop

The reason a leader’s manner matters so much is in the design of the human brain: the open loop nature of the limbic system, our emotional centers.

A closed loop system is self-regulating (e.g. the circulatory system); an open loop system depends largely on external sources to manage itself. In other words, we rely on connections with other people for our own emotional stability.

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Primal Leadership

The Open Loop

Research has shown that the comforting presence of another person not only lowers the person’s blood pressure, but also slows down the secretion of fatty acids that block arteries.

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Scientists describe the open loop as “interpersonal limbic regulation,” whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms, and even immune functions inside the body of another. The open loop design of the limbic system means that other people can change our very physiology—and so our emotions.

People in groups at work inevitably “catch” feelings from one another. The more cohesive the group, the stronger the sharing of moods.

Primal Leadership

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Contagion and Leadership

The enduring reality of business is that everyone watches the boss and take their emotional cues from the top, even when he is not highly visible.

Leaders play a pivotal role in determining shared emotions. They “manage meaning” for a group, offering a way to interpret, and so react emotionally to , a given situation. Leaders set the emotional standard.

Primal Leadership

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Contagion and Leadership

When people feel good, they work at their best. They become better at understanding information, making decisions, are more flexible in their thinking, and view other people and events in a more positive light.

The more positive the overall moods of the people in a team, the more cooperatively they work together, and the better the company’s business results.

Primal Leadership

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Contagion and Leadership

Group IQ, the sum total of every person’s best talents contributed at full force, depends on the group’s emotional intelligence. Good leaders create a friendly but effective climate that lifts everyone’s spirits.

Primal Leadership

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Resonant Leadership Resonance comes from the Latin word resonare, to resound, and refers to

“the reinforcement of prolongation of sound by synchronous vibration.” This is analogous to feeling “in synch”. Dissonance, on the other hand, refers to a lack of harmony.

The more resonant people are with each other, the less static are their interactions. Resonance minimizes the “noise” in the system.

The glue that holds people together in a team, and that commits people to an organization, is the emotions that they feel. Connecting with others at an emotional level makes work more meaningful.

Emotional Intelligence Competencies: The Vehicles of Primal Leadership These EI Competencies are not innate talents, but learned abilities, each of

which has a unique contribution to making leaders more resonant, and therefore more effective.

Effective leaders typically demonstrate strengths in at least one competence from each of the four fundamental areas of emotional intelligence.

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Primal Leadership

Resonance stems from whole sets of coordinated activities that comprise particular leadership styles. The best, most effective leaders act according to one or more of six distinct approaches to leadership and skillfully switch between the various styles depending on the situation.

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The Leadership Styles

Visionary Coaching Affiliative Democratic Pace Setting Commanding

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The Visionary Leader

Visionary leaders articulate where a group is going, but not how it will get there—allowing people to innovate, experiment and take calculated risks.

The sense that everyone is working toward shared goals builds team commitment: People feel pride in belonging to their organization.

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The Visionary Leader Visionary leaders retain their most valued

employees as they resonate with the company’s values, goals and mission.

These leaders also help people see how their work fits into the big picture, lending people a clear sense that what they do matters, and why. This maximizes buy-in for the organization’s overall goals and strategy.

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The Visionary Leader

Overall, the visionary style is the most effective. By continually reminding people of the larger purpose of their work, the visionary leader lends a grand meaning to otherwise workaday, mundane tasks as they understand that the shared objectives are aligned with their own. The result: inspired work.

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The Visionary Leader

What Makes A Visionary When it is time to change directions, self-confidence and being a

change catalyst smooth the transition.

Transparency is also crucial; leaders must truly believe their own visions. This also means the removal of barriers or smokescreens. Visionary leaders understand that distributing knowledge is the secret to success.

Empathy is the most important EI competence. The ability to sense how others feel and to understand their perspectives means that a leader can articulate a truly inspired vision.

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The Visionary Leader

When It Works

Works well in many business situations, but is particularly effective during a turnaround or when a company is need of a fresh vision. This comes naturally to “transformational” leaders.

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The Visionary Leader

When It Doesn’t

When working with people who are more experienced

When trying to be visionary becomes overbearing, thus undermining the egalitarian spirit of team-based management

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Communication is key…Communication is key…

“Think” Challenge/ Improve – don’t just “DO”

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The Leader

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Being out in front you Being out in front you may see the promised may see the promised land…land…

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Your Staff

but remember what your staff but remember what your staff sees…sees…

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We must get our staff to understand where we are headed and how we are going to get there.

They must feel a part of building the business and understand how they contribute to it !!!!

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The Art of the One-on-One: The Coaching Style

Coaches help people identify their unique strengths and weaknesses, tying those to their personal and career aspirations. By linking people’s daily work to their long-term goals, coaches keep people motivated. Only by getting to know people on a deeper, personal level can leaders begin to make that link a reality.

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The Art of the One-on-One: The Coaching Style

Coaches delegate. They give people challenging assignments that stretch them,

rather than tasks that simply get the job done.

They also tolerate failure, understanding that it can further an employee’s dreams.

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The Art of the One-on-One: The Coaching Style

What Makes a Coach Exemplifies the EI competence of developing others,

exploring employees’ goals and values and expanding their own repertoire of abilities.

Emotional self-awareness makes leaders authentic and able to give advice that is genuinely in the employee’s best interest.

Empathy means listening first before reacting or giving feedback. “Is this about my issue or goal, or theirs?”

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The Art of the One-on-One: The Coaching Style

A good coach communicates a belief in people’s potentials and an expectation that they can do their best. Thus they feel motivated to uphold their own high standards for performance and feel accountable for how well they do.

Coaching may take the form of an active mentoring program.

The coaching style may not scream “bottom-line results”, but in an indirect way, it delivers them.

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The Art of the One-on-One: The Coaching Style

When It Works

Works best with employees that show initiative and want more professional development.

When It Doesn’t When the employee lacks motivation or requires excessive

personal direction and feedback, or when the leader lacks the sensitivity needed to help the employee along.

When executed poorly, this approach looks more like micromanaging or excessive control. This may undermine an employee’s self-confidence and create a downward performance spiral.

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The Art of the One-on-One: The Coaching Style

When It Doesn’t

When the employee lacks motivation or requires excessive personal direction and feedback, or when the leader lacks the sensitivity needed to help the employee along.

When executed poorly, this approach looks more like micromanaging or excessive control. This may undermine an employee’s self-confidence and create a downward performance spiral.

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Relationship Builders: The Affiliative Style

Open sharing of emotions is one hallmark of the affiliative leadership style. These leaders tend to value people and their feelings over accomplishing tasks and goals. They strive to keep people happy, to create harmony and to build team resonance.

Has a surprisingly positive impact on a group’s climate. By recognizing employees as people, such leaders build tremendous loyalty and strengthen connectedness.

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Relationship Builders: The Affiliative Style

What Makes an Affiliative Leader Represents the collaborative competence in action. Such leaders are more concerned with promoting harmony,

fostering friendly interactions, and nurturing personal relationships.

Empathy is another fundamental competence, as they focus on the emotional needs of employees even over work goals.

May also rely on conflict management when the challenge includes knitting together diverse or conflicting individuals.

When It Works

When trying to heighten team harmony, increase morale, improve communication and repair broken trust.

When It Doesn’t

Should not be used alone as it may allow poor performance to go uncorrected, a sign that mediocrity is tolerated.

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Relationship Builders: The Affiliative Style

When It Works

When trying to heighten team harmony, increase morale, improve communication and repair broken trust.

When It Doesn’t

Should not be used alone as it may allow poor performance to go uncorrected, a sign that mediocrity is tolerated.

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Let’s Talk It Over: The Democratic Style

The democratic style of getting buy-in from constituents build feelings of trust, respect and commitment.

By spending time one-on-one and in meetings listening to the concerns of employees, the democratic leader keeps morale high.

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Let’s Talk It Over: The Democratic Style

What Makes a Democratic LeaderTeamwork and collaboration, conflict

management and influence. The best communicators are superb listeners, and listening is the key strength of the democratic leader. They’re also true collaborators, working as team member instead of top-down leaders. They also know how to quell conflict.

Empathy also plays a role, especially when the group is diverse.

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Let’s Talk It Over: The Democratic Style

When To Be DemocraticWorks best when the leader is uncertain about

what direction to take and needs ideas from able employees.

Even with a strong vision, this style surfaces ideas about how to implement that vision.

For this to be successful, the leader must be open to good and bad news.

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Let’s Talk It Over: The Democratic Style

When It Doesn’t WorkOver reliance can be exasperating,

particularly when crucial decisions are put off by the need for a consensus. This results in confusion, lack of direction, delays and escalating conflicts.

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THE DISSONANT THE DISSONANT STYLES: Apply with STYLES: Apply with

CautionCaution

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Pacesetting Style: Use Sparingly

The leader holds and exemplifies high standards for performance and asks the same of everyone.

Pinpoints poor performers, demands more, and has the tendency to rescue the situation himself.

Is impatient with poor performance

Too often, these leaders are driven by numbers alone, which aren’t always enough to motivate or inspire people.

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Pacesetting Style: Use Sparingly

This approach may leave the employees feeling pushed too hard by the demands. The results are lowered morale and the feeling that their leaders don’t trust them to get the job done.

Pacesetters can be so focused on goals that they do not care about the people they rely on to accomplish them. Net result: dissonance.

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Pacesetting Style: Use Sparingly

The pacesetter’s dilemma: The more pressure put on people for results, the more anxiety it provokes. Continued high pressure can be debilitating and constricts innovative thinking. This may then get compliance but not the true performance that people will sustain.

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Pacesetting Style: Use Sparingly Effective Pacesetting: The Ingredients The EI foundation of this style lies in the drive to achieve by continually finding

ways to improve performance – along with a large dose of initiative in seizing opportunities.

The achievement competence means pacesetting leaders strive to learn new approaches that will improve their own performance and that of the ones they lead. It also means not being motivated by external factors, but by a strong need to meet their own high standards of excellence.

Also requires initiative, the go-getter’s readiness to seize or create opportunities to do better.

However, these competencies need empathy so as not to be oblivious to the distress in those who are accomplishing their goals.

Pacesetters also need self-awareness to not be blinded to their own failings.

Pacesetting can work well with other leadership styles, such as the

visionary or affiliative styles.

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Pacesetting Style: Use Sparingly

Also requires initiative, the go-getter’s readiness to seize or create opportunities to do better.

However, these competencies need empathy so as not to be oblivious to the distress in those who are accomplishing their goals.

Pacesetters also need self-awareness to not be blinded to their own failings.

Pacesetting can work well with other leadership styles, such as the visionary or affiliative styles.

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Do It Because I Say So: Leading by Command

Also known as the coercive style; least effective of all leadership styles “I order you.” Demands immediate compliance with orders, with no reasons behind them, and

resorts to threats when not followed Seeks tight control of any situation and monitors it studiously Performance feedback focuses on what was done wrong An intimidating, cold leader contaminates everyone’s mood and the quality of

the overall climate spirals down. He erodes people’s spirits and the pride that they take in their work.

This style undermines the ability to give people the sense that their job fits into a grand, shared mission.

When Commanding Works Managing a business crisis such as an urgent turnaround During a genuine emergency or when facing a hostile takeover When all else has failed, this may work with problem employees

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Do It Because I Say So: Leading by Command

Performance feedback focuses on what was done wrong

An intimidating, cold leader contaminates everyone’s mood and the quality of the overall climate spirals down. He erodes people’s spirits and the pride that they take in their work.

This style undermines the ability to give people the sense that their job fits into a grand, shared mission.

When Commanding Works

Managing a business crisis such as an urgent turnaround

During a genuine emergency or when facing a hostile takeover

When all else has failed, this may work with problem employees

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Do It Because I Say So: Leading by Command

When Commanding Works

Managing a business crisis such as an urgent turnaround

During a genuine emergency or when facing a hostile takeover

When all else has failed, this may work with problem employees

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Do It Because I Say So: Leading by Command

Perhaps the most important in the skillful execution of this style is emotional self-control. This allows the leader to keep his negative emotions in check and maybe even channel them in an artful manner designed to mobilize people to change or get results. Without this, the dangers of the commanding style are greatest.

This gets even worse when implemented without empathy. Effective execution requires that the leader be angry at “the right

person, in the right way, at the right time and for the right reason.” (Aristotle)

This also entails that the leader know when to drop the style.

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Do It Because I Say So: Leading by Command

Effective execution requires that the leader be angry at “the right person, in the right way, at the right time and for the right reason.” (Aristotle)

This also entails that the leader knows when to drop the style.

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Leading with style—the right one at the right time

Each style draws on different EI abilities; the best leaders are able to use the right approach at the right moment, and flip from one to another as needed.

It is not a matter of matching styles to a checklist of situations; fluidity is required.

Scan people individually and in groups, look for cues that reveal what leadership style/s is necessary, and adjust as needed. This means being able to apply all six styles when appropriate.

The key lies in strengthening the underlying EI abilities that drive a given style.

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Lessons in Leadership

The building block for leadership is nothing else but our very own self. This imperfect self is called for something bigger…nobler.

God call us for what we are and if we respond, we become what we can become and fulfill our mission.

In surrendering ourselves to our mission, we find ourselves and fulfill our destiny.

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Film ReviewFilm Review

Brave Heart

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Self LeadershipSelf Leadership

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Group Discussion

How do you feel about the concept that a leader’s private life should in no way be relevant to his exercise of public leadership?

Will your private life affect the way you lead your organization? Why?

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The Manager

Preoccupied with doing things right Focused on following procedures

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What is Leadership ? Concerned with doing the right things Questions whether or not the accepted procedures

are the right thing to do Questions if the existing practices are no longer

moving the organization Looks to transform the existing system into

something more effective By it’s very nature transformational rather than

transactional

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Dr. John Maxwell

Effective leaders are those who can influence individuals and organizations in such a compelling way that they are willing to change existing paradigms

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James M. Kouzes and Barry Z. Pozner write:James M. Kouzes and Barry Z. Pozner write:

“You cannot lead others until you have first led yourself through a struggle with opposing values.

Personal integrity is essential to believability”.

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Personal Character Personal character can be defined as the integration of

an individual’s personal beliefs, values and morals, which, taken as a whole, reveal the true nature or character of that individual.

It is a leader’s personal character then, that determines how he will react to certain situations and determines the priorities that will inform that leader’s decisions.

A well-integrated person is one for whom there is noticeable continuity between the her privately held values and beliefs and her public behavior.

Leading from the inside out Leading from the inside out by; Samuel D. Rimaby; Samuel D. Rima

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Credentials Vs. Character

Are transient Turn the focus to rights Add value to only one

person Look at past

accomplishments Often evoke jealousy in

others Can only get you in the

door

Is permanent Keeps focus on

responsibilities Adds value to many people Builds a legacy for the future Generates respect and

integrity Keeps you there

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ValuesValues

Values are those things to which we attach a relative worth, utility or importance.

Personal values are the different concepts, ideas, principles, and things which an individual attributes worth, utility, or importance

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3 steps in Laying the foundation

Step one : Identifying our valuesStep two : Defining and articulating

our valuesStep Three : Embracing our values

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Identifying our values

Explore our present behavior – Compulsive spending– Physical Fitness– “Gimmiks”– Hearing mass

List existing various behaviors in which we regularly engage

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Examples of Basic Values

God Personal Health Family Financial Responsibility Appearance Truth Honesty Recreation Relationships

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Step 2 Defining and Articulating Our Values

Thorough definition for each valuesWriting a concise but thorough

definition of what we specifically mean

Write how we will respond to or would like to respond to our values.

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Step 3 Embracing Our Values

Embrace the positive values Adopt and include in our daily practice of

life and leadership Should begin to encircle every decision we

make and every action we take Then we will begin to live a truly value-

driven life and provide a value-driven leadership

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Connecting with Your Connecting with Your Life’s CallingLife’s Calling

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Film ReviewFilm Review

The Passion of the Christ

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What is a Calling?

Vocation comes from the Latin word Vocare, which literally means, “to call”. A person’s vocation was his life’s Calling, which transcends any particular job or professional career.

Avocation (calling) means a subordinate occupation pursued in addition to one’s vocation

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Determining what avocation will provide the best platform to effectively live out our

Calling Previous Experiences Present Circumstances Possible Opportunities Personal Gifts Prompting of the Holy Spirit Personal Passion Private Counsel

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Identifying Your Life’s Values

BehaviorPersonal Values

That Drives the BehaviorDaily Exercise Concern for Health

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Articulating Your Values

ValueDefinition Value : Concern for Health

Definition : My body is the temple of the Holy Spirit

and my only vehicle for accomplishing all that God

desires me to accomplish. Because I value my

health, I will maintain self-control in my eating

habits. I will exercise my body.

ExampleExample

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ExerciseWhat has God been doing in this area

Previous Experience

Present Circumstances

Possible opportunities

Personal Gifts

Prompting of the Holy Spirit

Private Counsel

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Life GoalsLife Goals

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What is a Life Goal

A goal is something for which we aim, a target that haven’t yet hit.

Life goal gives our lives direction; direction that is consistent to with what we have articulated to be our life’s values and calling.

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My Life Book

How will your book look like – cover, title, dedication, lay out, pages, etc.?

Divide your life into chapters. What would the chapters be? What would be the main story lines per chapter?

How will your story begin? How will it end?

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Feelings

Feelings are the body’s fuel or energy. When fully integrated, we are able to tap our

feelings freely. However, most of us block certain feelings.

When blocked these feelings are trapped in the body and can lead to chronic tension or illness.

When integrated, we can feel what is appropriate to any given situation and use these as energies.

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Pointers for Exercises

Focus first on your feelings Do not judge nor analyze while you are in

the moment. You can analyze later. “Kairos”. Stay in the present moment. Savor the experience, the feelings.

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Discovering My Sense Discovering My Sense of Missionof Mission

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Mission

My sense of Purpose The Cause I am willing to die for. And

therefore that which I will work for and live for.

My “North Star “ My “Principles and Foundations”

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Exercises for Mission Awareness

Life Review Reflections Death Bed Contemplation Looking at the World Note: be aware of your feelings of

consolation and desolation

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Exercises for Mission Awareness

Life Review Reflections When I look back on my life, what

blessings am I thankful for? (Be careful to acknowledge both the past and your present blessings.)

Have I ever experienced being loved? Go back to those times and savor them.

Stay with these feelings.

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Exercises for Mission Awareness

Reflections– Looking back at my life, what were my

interests? What activities did I spend time on?– What energized me then? What energizes me

now?– What doesn’t energize me?

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Exercises for Mission Awareness

Reflections– Flowing from your answers to the previous

questions, what would you like to do in the Future?

– How would you like to be remembered?

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Exercises for Mission Awareness

Reflections– If I look at my life, have I ever experienced

some “accidents” or surreptitious events that turned out to be important?

– Do I see a pattern in these? Have I experienced being led?

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Exercises for Mission Awareness

Deathbed Exercise– I am dying. I look back at my life.– How do I feel about my life? What are the

things I want to change? – What would I want to have done with my life

by then?

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Exercises for Mission Awareness

Looking at the World– If I look at world as it is today, what do I have

that can make it better?– What in my world calls me to respond?

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MOVEMENTS

Self-Awareness– strengths and weaknesses– self-mastery

Experience of Being Loved …– GOD doesn’t make junk. – Branded: MADE BY GOD. “ You are precious in my

eyes. You are mine.”– GOD loves YOU as you are.

…and of wanting to Love Back – Desire to Respond

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MOVEMENTS

Mission Working on my Mission (Magis) Never Ending Process

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Module Four: Leading Module Four: Leading Change Change

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Leadership is Leadership is INFLUENCEINFLUENCE

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Modeling

People influenced by what they see People perceive you to be trustworthy and

have admirable qualities If somebody that people trust endorses you

( borrowed influence)

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Motivating

Encourage people and communicate with them on an emotional level

- Creates a bridge between you and them

- It builds up their confidence and self worth

Can start to see positive impact on their lives

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Mentoring

Pouring your life into other people and helping them reach their potential

Helping them overcome obstacles in their lives

Showing them to grow professionally and personally

You can truly make a difference in their lives

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Multiplying

Help people you’re influencing to become positive influencers in the lives of others

Few people reach this level but everyone has the potential to do so.

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Level 1: Position/Rights

Know your job description thoroughly Be aware of the history of the org. Relate the Orgs. History to the peopleof the Org.

(Team Player) Accept responsibility Do your job with consistent excellence Do more than expected Offer creative ideas for change and improvement

Developing the leader within you

By: John MAxwell

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Level 2: Permission/Relationship

Possess a genuine love for people Make those who work with you more successful See through other people’s eyes Love people more than procedures Do “win-win” or don’t do it Include others in your journey Deal wisely with difficult people

Developing the leader within you

By: John MAxwell

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Level 3: Production/Results

Initiate and accept responsibility Develop and follow a statement of purpose Make your job description and energy an integral part of

the statement of purpose Develop accountability for results, beginning with

yourself Know and do things that give a high return Communicate the strategy and vision of the Org. Become a change-agent and understand timing Make the difficult decision that will make the difference

Developing the leader within you

By: John MAxwell

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Level 4: People Development/Reproduction

Realize that people are your most valuable asset Place a priority on developing people Be a model for others to follow Pour your leadership efforts into the top 20% of your

people Expose key leaders to growth opportunities Be able to attract other winners/producers to the common

goal Surround yourself with an inner core that compliments

your leadership

Developing the leader within you

By: John MAxwell

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Level 5: Personhood/Respect

Your followers are loyal and sacrificial You have spent years mentoring and molding

leaders You have become a statesman/consultant, and are sought out by others Your greatest joy comes from watching others

grow and develop You transcend the Org.

Developing the leader within you

By: John MAxwell

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5 Levels of leadership by John Maxwell

Rights Note: Your influence will not extend beyond

People follow lines of your job description. The longer

because they have to you stay here, the higher the turnover and

lower morale.

1. Position

Relationships Note: People will follow beyond your stated

People follow authority. This level allows work to be

because they want to fun.

2. Permission

Results Note: This where success is sensed by most

People will follow people. They like you and what you are

Because of what doing . Problems are fixed with very little

you have done for the Org. Effort because of momentum

3. Production

4. People development

Reproduction Note: This is where long range growth occurs. Your

People will follow commitment to developing leaders will ensure

because of what you ongoing growth to the org. and to people. Do

done for them whatever you can to achieve and stay on this level

Respect Note: This step is reserved for leaders who have spent

People follow because years growing people and org. Few make it.

of who you are and Those who do are bigger than life

what you represent

5. Personhood

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Stages of Influence and Their Impact

Position – Influenced based on position Permission – To lead beyond the limits of

your job description Production – Working as team People Development – Develop people to

help them reach potential Personhood – Lifetime developing others

to their highest potential

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Climbing the stairs of Leadership

The higher you go, the longer it takes The higher you go, the higher the level of

commitment The higher you go, the easier it is to lead The higher you go, the greater the growth You never leave the base level If you are leading a group of people, not

same level with everyoneDeveloping the leader within you

By: John MAxwell

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The higher you go, the longer it takes

Each time there is a change in your job or you join a new circle of friends, you start on the lowest level and begin to work yourself up the steps

Developing the leader within you

By: John MAxwell

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The higher you go, the higher the level of commitment

This increase in commitment is a two-way street. Greater commitment is demanded not only from you, but from the other individuals involved. When either the leader or the follower is unwilling to make the sacrifices a new level demands, influence will begin to decrease.

Developing the leader within you

By: John MAxwell

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The higher you go, the easier it is to lead

Notice the progression from level two through level four. The focus goes from liking you to liking what you do for the common interest of all concerned (to liking what you do for them personally). Each level climbed by the leader and the followers adds another reason why people will want to follow.

Developing the leader within you

By: John MAxwell

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The higher you go, the greater the growth

Growth can only occur when effective change takes place. Change will become easier as you climb the levels of leadership. As you rise, other people will allow and even assist you in making needed changes

Developing the leader within you

By: John MAxwell

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You never leave the base level Each level stands upon the previous one and will

crumble if the lower level is neglected. For example, if you move from a permission level to a production level and stop caring for the people who are following you and helping you produce, they might begin to develop a feeling of being used. As you move up in the levels, the deeper and more solid your leadership will be with a person or group of people.

Developing the leader within you

By: John MAxwell

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If you are leading a group of people, not same level with everyone

Not every person will respond the same way to your leadership

Developing the leader within you

By: John MAxwell

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Lessons from a Lessons from a Leader’s LifeLeader’s Life

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Lessons in Leadership

Leadership development is a life-long process. He is formed both by his genes and by critical incidents in his life.

The building block for leadership is nothing else but our very own self. This imperfect self is called for something bigger…nobler.

Leader-to-be is exposed to events that creates the need for to respond.

The initial motives are driven more by self-oriented needs than by other-oriented causes.

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Lessons in Leadership

Over time, the person’s commitments are tested and hopefully, a shift occurs where the person becomes more other-oriented.

There is a shift in primary motivation: from needs to transcendent values. The same tendencies and desires are used, but re-directed.

However, this is a matter of choice. We are given freedom to choose to respond or not to respond.

Imperfections, failures, and personal sacrifice are part of the deal.

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Lessons in Leadership

The building block for leadership is nothing else but our very own self. This imperfect self is called for something bigger…nobler.

God call us for what we are and if we respond, we become what we can become and fulfill our mission.

In surrendering ourselves to our mission, we find ourselves and fulfill our destiny.

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Lessons in Leadership

Every Person matters. Everyone can make a Difference. YOU CAN MAKE A DIFFERENCE.

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The Most Important The Most Important Ingredient of Ingredient of Leadership:Leadership:

INTEGRITYINTEGRITY

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Integrity

Definition – The state of being complete, unified. Words and deeds match up. I am who I am, no matter where I am or who I am with.

80 % of what people learn comes through visual stimulation.

What people hear they understand. What they see they believe.

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Integrity

Genuine Integrity is not for sale Integrity is about the small things Integrity is an Inside Job Integrity is your best friend Integrity is your friend’s best friend The benefit of integrity is trust The benefit of trust is influence Become a Person of Integrity

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3 Truths about Integrity that go against common thinking

Integrity is not determined by Circumstances

Integrity is not based on Credentials

Integrity is Not to be confused with Reputation

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Credibility Acid Test

Integrity builds trust.Caveat Roberts said: “ If my people understands me, I’ll get their attention. If my people trust me, I’ll get their action.”

Integrity has high influence value.Will Rogers said, “people’s minds are changed through observation and not argument.” “Communism story”

Integrity facilitates high standards.When the character of leaders is low, so are their standards.

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Credibility Acid Test

Integrity results in a solid reputation, not just image.“Great wall of China”

Integrity means living it myself before leading others.“ Quality Control”

Integrity helps a leader be credible, not just clever.Effective leadership is not based on being clever, it is based primarily on being consistent.

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Credibility Acid Test

Integrity is a hard-won achievement.

“Not given factor”

“When wealth is lost, nothing is lost; when health is lost,something is lost; when character is lost, all is lost.”

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Develop Qualities of Integrity

Model Consistency of Character Employ Honest Communication Value Transparency Exemplify Humility Demonstrate Your support for others Fulfill Your Promises Embrace an Attitude of Service Encourage Two-way Participation with the

People you Influence

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You will only become whatYou will only become what you you are becoming right noware becoming right now

Though you cannot go back and make a brand new start, my friend.

Anyone can start from now and make a brand new end.

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ChangeChange

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Why people resist change

Change isn’t self-initiated. Routine is disrupted. Creates fear of the unknown. Purpose of the change is not clear. Creates fear of failure. Rewards for change don’t match the effort change

requires. People are too satisfied with the way things are. Won’t happen when people engage in negative

thinking.

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Why people resist change

Followers lack respect for the leader. Leader is susceptible to feelings of

personal criticism. Change may mean personal loss. Change requires additional commitment. Narrow-mindedness thwarts acceptance of

new ideas Tradition resists change.

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4 Practices in Embracing Change

Attach every change initiative to a clear purpose or goal.

Hire and promote only true believers and get-on-with-it types.

Ferret out and get rid of resisters, even if their performance is satisfactory.

Look at car wrecks (make them opportunities).

Winning by Jack Welch

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What Does Leading Change Entail?

Knowing the Context– becoming aware of what is happening around

you– having first hand knowledge– having a feel for the situation– being affected by the situation

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What Does Leading Change Entail?

Awareness of Self– knowing and accepting yourself – your strengths and

weaknesses, your behavioral patterns, your transcendent values, and commitments

– having the ability to be responsive to the situation (vs. being reactive to it)

– allowing ourselves to be affected by events around us and yet being able to clearly decide what we are to do

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What Does Leading Change Entail?

Formulating a Response– listening to the messages of events and listening to

myself– What are the events telling me? What do I resonate

with? What calls me to action? Where is the stream headed? How do I feel about it?

– What can I do? What should I do? What is the alternative state that I have or that I offer? How should things be?

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What Does Leading Change Entail?

Initial Planning– Who probably shares the vision? – Who do I talk to regarding my Vision?– How do I communicate this to my initial

group of followers?

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What Does Leading Change Entail?

Forming a Core Group of Followers– My hard core fanatics – Initial group of champions– Communication of the Vision as an

alternative state– Planning the Change Process– Selecting and weeding out

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What Does Leading Change Entail?

Communicating to the Larger Group– Communicating the Vision hitting both

cognitive and affect by word and action– Creating a sense of urgency, the burning

platform, the felt need for change– Goal: expand group of supporters– Identify and enlist more champions

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What Does Leading Change Entail?

Identifying What Needs to be Changed and Planning the Change Process– Organizational diagnosis: what needs to be changed

and their supports– Planning out how the change will be implemented;

what interventions are required– Creating the Change Team, structures and

relationships with others in the organization– Identifying where people are and mapping out

strategies

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What Does Leading Change Entail?

Implementing the Change Process– Implementation: pilot or large scale– Go for quick successes. – Monitoring and evaluating the effects of interventions– Manage people’s reactions.– Be open, follow the flow.– Be mindful of process of change and not just content

of change.– Adjust accordingly.

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What Does Leading Change Entail?

Monitoring and Evaluating– KRA’s and KPI’s– Monitoring and evaluating the effects of

interventions

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What Does Leading Change Entail?

Institutionalizing Change– Make sure you embed change in the

organization’s culture.– Reward people who manifest the new

behaviors.– Tell stories that portray the desired values and

behaviors.– Use rituals, ceremonies, and symbols.

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What Does Leading Change Entail?

Sustain the Effort– Set do-able goals– Recognize and reward peoples’ efforts– Take timely breaks– Create support systems within and outside the

organization– Take care of the other aspects of one’s life– Manage stress effectively

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Determining Strategies

Determine Future State, Diagnose Present State, Map out, Transition Strategies

What are your own strengths, resources, and sources of power?

Who are your allies? (Who are against you? Neutral to your change effort? )

Identify sequence of interventions

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Determining Strategies

Identify sequence of interventions– Prerequisite steps– What is at the forefront of client’s mind– Readiness of client– Start where chances of success are high

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Lewin’s Force Field Lewin’s Force Field AnalysisAnalysis

DRIVING FORCES

RESTRAINING FORCES

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LEADER-FOLLOWER RELATIONSHIPS inspired by Dr.

Blaine LeeSTYLE BASIS REQUIREMENTS

Coercion Force

Intimidation

Consistent enforcement

Creating a system

Utility Reciprocity

Fairness

Abundance of resources

Shared Vision

Common aspirations

Trust

Oneness/Shared experience

Clarity of Vision

Consistency and Trustworthiness

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Right JobRight Job

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Considering a New JobSignal Take it as a

good sign if…Be concerned if….

People You like the people a lot-you can relate them, and genuine enjoy their company.In fact, they even think and act like you do

You feel like you’ll need to put on a persona at work. After a visit to the company, you find yourself saying things like, “I don’t need to be friends with the people I work with.”

Jack Welch Winning

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Considering a Right JobSignal Take it as a

good sign if…Be concerned if….

Opportunity The job gives you the opportunity to grow as a person and a professional,and you get the feeling you will learn things there that you didn’t even know you needed to learn.

You’re being hired as an expert, and upon arrival, you will most likely to be the smartest person in the room.

Jack Welch Winning

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Considering a New Job

Signal Take it as a good sign if…

Be concerned if….

Options The job gives you credential you can take with you and is in a business and industry in the future.

The industry has peaked or has awful economics, and the company itself,for any number of reasons, will do little to expand our career options.

Jack Welch Winning

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Considering a New JobSignal Take it as a

good sign if…Be concerned if….

Ownership You are taking the job for yourself,or you know whom you are taking it for,and feel at peace with the bargain.

You are taking the job for any number of other constituents, such as spouse who wants you to travel less or the sixth-grade teacher who said you never amount to anything.

Jack Welch Winning

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Considering a New Job

Signal Take it as a good sign if…

Be concerned if….

Work Content The “stuff” of the job turns your crank-you love the work,it feels fun and meaningful to you, and even touches something primal in your soul.

The job feel like a job. In taking it,you say things like,”This is just until something better comes along,” or “You can’t beat the money”

Jack Welch Winning

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Considering a New JobSignal Take it as a

good sign if…Be concerned if….

People You like the people a lot-you can relate them, and genuine enjoy their company.In fact, they even think and act like you do

You feel like you’ll need to put on a persona at work. After a visit to the company, you find yourself saying things like, “I don’t need to be friends with the people I work with.”

Jack Welch Winning

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Technical versus Adaptive Change by Heifetz

What’s the Work?

Who Does the Work?

Technical Apply current know-how

Authorities

Adaptive Learn new ways The people with the problem

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Qualities of a LeaderQualities of a Leader

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CharacterCharacter

Never “for the sake of peace and quiet” deny

your experience or convictions.

Dag Hammaskjold

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Character

Character is More than Talk Talent is a gift, but Character is a Choice Character brings lasting success with

people Leaders cannot rise above the limitations

of their character

John Maxwell

Qualities of a Leader

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Character

Bill Lear story Adversity is a crossroads that makes a

person choose one of two paths: Character or Compromise.

Leader not only stays above the line between right or wrong, he stays clear of the “gray areas”.

John Maxwell

Qualities of a Leader

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CharismaCharisma

I have yet to find the man, however exalted his station, who did not do better work and put forth

greater effort under a spirit of approval than under a spirit of criticism.

Charles Schwab

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Charisma

Love life Put 10 in every persons head Give people hope Share yourself

John Maxwell

Qualities of a Leader

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Charisma

Pride – nobody wants to follow a leader who thinks he is better than everybody.

Insecurity – If you are uncomfortable with who you are, others will be too.

Moodiness – If people never know what to expect from you, they stop expecting anything.

Perfectionism – People respect the desire for excellence, but dread totally unrealistic expectations.

Cynicism – People don’t to be rained on by someone who sees a cloud around every silver lining

John Maxwell

Qualities of a Leader

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CommitmentCommitment

He who has done his best for his own time has lived for all times

Johann von Schiller

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Commitment

Commitment starts in the Heart Commitment is Tested by Action Commitment Opens the Door to

Achievement

John Maxwell

Qualities of a Leader

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Commitment

Cop-outs – People who have no goals and do not commit.

Holdouts – People who don’t know if they can reach their goals, so they’re afraid to commit.

Dropouts – People who start toward a goal but quit when the going gets tough.

All-outs – People who set goals, commit to them, and pay the price to reach them.

John Maxwell

Qualities of a Leader

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Commitment

Law of Buy-In states, people buy into the leader, then the vision

Kentucky Derby story Michael Jordan – The heart is what

separates the good from the great. Edison Method – Make your plans public,

and you might be more committed to following through with them.

John Maxwell

Qualities of a Leader

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Difference between Commitment & Interest

From Ken Blanchard:

‘When you are interested in doing something, you do it only when it is convenient. When you are committed to something, you accept no excuses”.

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CommunicationCommunication

Educators take something simple and make it

complicated. Communicators take something complicated

and make it simple

John C. Maxwell

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Communication

Simplify your message See the Person Show the truth Seek a Response Be Clear as a Bell Refocus your Attention Live your Message

John Maxwell

Qualities of a Leader

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CompetenceCompetence

Competence goes beyond words. It’s the leader’s ability to say it, plan it, and do it in such a way that others

know that you know how – and know that they want to follow you.

John Maxwell

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Competence

Show up EverydayKeep ImprovingFollow through with ExcellenceAccomplish More Than ExpectedInspire Others

John Maxwell

Qualities of a Leader

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Competence

Benjamin Franklin – Hide not your talents. They for use were made. What’s a sundial in the shade?,

They don’t show up in body only. They come ready to play every day.

The person who knows how will always have a job, but the person who knows why will always be the boss.

John Maxwell

Qualities of a Leader

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CourageCourage

Courage is fear that has said its prayers

Karl Barth

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Courage

Courage Begins with an Inward Battle Courage is Making Things Right, Not just

Smoothing Them Over Courage in a Leader Inspires Commitment

from Followers Your Life Expands in Proportion to your

CourageJohn Maxwell

Qualities of a Leader

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Courage

Leaders willingness to take risks Courage deals with principle, not

perception Dedication to potential must remain

stronger than your desire to appease others

John Maxwell

Qualities of a Leader

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DiscernmentDiscernment

Smart leaders believe only half of what they hear.

Discerning leaders know which half to believe.

John Maxwell

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Discernment

Discover the Root Issues Enhance your problem solving Evaluate your options for maximum impact Multiply your opportunities Analyze past successes Learn how others think Listen to your gut

John Maxwell

Qualities of a Leader

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FocusFocus

If you chase two rabbits, both will escape

Unknown

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Focus

Focus 70 percent on Strengths Focus 25 percent on New ThingsFocus 5 percent on Areas of

Weakness

John Maxwell

Qualities of a Leader

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Focus

Leader who knows his priorities but lacks concentration knows what to do but never gets it done.

Spend more time on what they do well than on what they do wrong.

In Leadership, if you through growing, your through.

Create an edgeJohn Maxwell

Qualities of a Leader

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GenerosityGenerosity

No person was ever honored for what he received. Honor has been the reward for what

he gave.

Calvin Coolidge

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Generosity

Be grateful for Whatever You Have Put People First Don’t Allow the Desire for Possessions to

Control You Regard Money as a Resource Develop the Habit of Giving

John Maxwell

Qualities of a Leader

Page 330: Leadership V2 1

Generosity

Generosity rises out of contentment, and doesn’t come with acquiring more.

Money is a servant but a terrible master. Richard Foster – “Just the very act of

letting go of money, or some other treasure, does something within us. It destroys the demon greed”

John Maxwell

Qualities of a Leader

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InitiativeInitiative

Of all the things a leader should fear, complacency

should head the list.

John Maxwell

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Initiative

They Know What They Want They Push Themselves to Act They Take More Risks They Make More Mistakes Change your Mind-set Don’t Wait for Opportunity to Knock Take the Next Step

John Maxwell

Qualities of a Leader

Page 333: Leadership V2 1

Initiative

You can if you will Initiators don’t wait for other people to

motivate them Robert Kennedy- “ Only those who dare to

fail great can ever achieve greatly”. Napoleon Hill – “ The starting point of all

achievement is Desire”.John Maxwell

Qualities of a Leader

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ListeningListening

A good leader encourages followers to tell him what he needs to know, not what he

wants to hear.

John Maxwell

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Listening

Listen to your Followers Listen to your Customers Listen to your Competitors Listen to Your Mentors Meet People on their Turf Listen Between the Lines

John Maxwell

Qualities of a Leader

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Listening

Before a Leader can touch a person’s heart, He has to know what’s in it. He learns that by listening

“Listen to the whispers and you won’t hear the screams”.

Good leaders always make it a priority to keep in contact with the people they’re serving.

John Maxwell

Qualities of a Leader

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PassionPassion

Anyone can dabble, but once you’ve made that commitment, your blood has that

particular thing in it, and it’s very hard for people to stop

Bill Cosby

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Passion

Passion Is the First Step to Achievement Passion Increases your Willpower Passion Changes You Passion Makes the Impossible Possible Return to Your First Love Associate With People of Passion

John Maxwell

Qualities of a Leader

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Passion

Weak desire brings weak results, small fires creates little heat.

The stronger your fire, the greater the desire-and the greater the potential.

A leader with great passion and few skills always outperforms a leader with great skills and no passion.

John Maxwell

Qualities of a Leader

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Positive AttitudePositive Attitude

The greatest discovery of my generation is

that human beings can alter their lives by

altering their attitude of mind

William James

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Positive Attitude Your Attitude is a Choice Your Attitude Determines Your Actions Your People Are a Mirror of Your Attitude Maintaining a Good Attitude is Easier Than

Regaining One Feed yourself the Right Food Achieve a Goal Everyday Write it On your Wall

John Maxwell

Qualities of a Leader

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Positive Attitude

Dennis Waitley – The Winner’s edge is not in a gifted birth, high IQ or in talent. - Attitude not Aptitude

Your attitude is crucial because it determines how you act.

Chris Evert – The thing that separates good players from great ones is mental attitude

John Maxwell

Qualities of a Leader

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Problem SolvingProblem Solving

You can measure a leader by the problems he tackles. He always looks for ones his own

size.

John Maxwell

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Problem Solving

They Anticipate the Problems They Accept the Truth They See the Big Picture They Handle One Thing at a Time They Don’t Give Up a Major Goal When

They’re Down

John Maxwell

Qualities of a Leader

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Problem Solving

T ime – Spend time to discover the real issue

E xposure – Find out what others have done

A ssistance – Have your team study all angles

C reativity – Brainstorm multiple solutions

H it it- Implement the best solution

John Maxwell

Qualities of a Leader

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RelationshipRelationship

People don’t care how much you know, until they know how much you care.

John Maxwell

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Relationship

Have a Leader’s Head – Understand People

Have a Leader’s Heart – Love PeopleExtend a Leader’s Hand – Help

People

John Maxwell

Qualities of a Leader

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Relationship

They like to feel special, so sincerely compliment them.

They want a better tomorrow, so show them hope.

They desire direction, so navigate for them. They are selfish, so speak to their needs first. They get low emotionally, so encourage them. They want success, so help them win.

John Maxwell

Qualities of a Leader

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ResponsibilityResponsibility

If You won’t carry the ball, You can’t Lead

the Team.John Maxwell

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Responsibility

They Get The Job DoneThey Are Willing to Go the Extra

MileThey Are Driven by ExcellenceThey Produce Regardless of the

SituationJohn Maxwell

Qualities of a Leader

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Responsibility

No one can do the minimum and reach his maximum potential.

If you want to succeed, be willing to put the organization ahead of your agenda.

It’s priceless to find a person who will take responsibility, who will finish and follow through to the final detail.

John Maxwell

Qualities of a Leader

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SecuritySecurity

No man will make a great leader who wants to do it all

himself or get all the credit for doing it.

Andrew Carnegie

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Security

Insecure Leaders have several common traits:

They Don’t Provide Security They Take More From People Than They

Give They Continually Limit Their Best People They Continually Limit the Organization

John Maxwell

Qualities of a Leader

Page 354: Leadership V2 1

Security

Only secure leaders give powers to others. Leaders make his followers feel good

about themselves. Don’t let insecurity prevent you from

reaching your potential.

John Maxwell

Qualities of a Leader

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Self DisciplineSelf Discipline

The First Person You Lead Is You.

John Maxwell

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Self Discipline

Develop and Follow Your Priorities Make a Disciplined Lifestyle Your Goal Challenge Your Excuses Remove Rewards Until the Job Is Done Stay Focused on Results

John Maxwell

Qualities of a Leader

Page 357: Leadership V2 1

ServanthoodServanthood

To Get Ahead, Put Others First

John Maxwell

Page 358: Leadership V2 1

Servanthood

Puts Others Ahead of His Own Agenda Possesses the Confidence to Serve Initiates Service top Others Is Not Position Conscious Serves Out Of Love

John Maxwell

Qualities of a Leader

Page 359: Leadership V2 1

Servanthood

Stop lording over people, and start listening to them.

Stop role-playing for advancement, and start risking for others’ benefit.

Stop seeking your own way, and start serving others.

John Maxwell

Qualities of a Leader

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TeachabilityTeachability

To Keep Leading, Keep Learning.

John Maxwell

Page 361: Leadership V2 1

Teachability

Cure Your Destination Disease Overcome your Success Swear Off Shortcuts Trade In Your Pride Never Pay Twice for the Same Mistake

John Maxwell

Qualities of a Leader

Page 362: Leadership V2 1

Teachability

For everything you gain, you lose something- Togain growth, give up your pride.

The Greatest mistake one can make in life is to be continually fearing you will make one. – Elbert Hubbard

As long as you’re green, you’re growing. As soon as your ripe, you start to rot – Ray Kroc

John Maxwell

Qualities of a Leader

Page 363: Leadership V2 1

VisionVision

You Can Seize Only What You Can See

John Maxwell

Page 364: Leadership V2 1

Vision

Vision Starts WithinVision Draws on Your HistoryVision Meets Others’ NeedsVision Helps You Gather

Resources

John Maxwell

Qualities of a Leader

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Vision

The Inner Voice The Unhappy Voice The Successful Voice The Higher Voice

John Maxwell

Qualities of a Leader

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Look For the Leader Within the Look For the Leader Within the PersonPerson

Page 367: Leadership V2 1

Look For the Leader Within the Person

PositivenessThe Ability to work with and see people and

situations in a positive way. Servanthood

The willingness to submit, play team ball, and follow the leader.

Growth PotentialA hunger for personal growthand

development; the ability to keep growing as the job expands.

John Maxwell

Developing Leaders Around You

Page 368: Leadership V2 1

Look For the Leader Within the Person

Follow-throughThe determination to get the job done

completely and with consistency. Loyalty

The willingness to always put the leader and the organization above personal desires.

ResiliencyThe ability to bounce back when problem

arise.John Maxwell

Developing Leaders Around You

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Look For the Leader Within the Person

IntegrityTrustworthiness and solid character; consistent

words and walk. Big picture mind-set

The ability to see the whole organization and all of its needs.

DisciplineThe willingness to do what is required

regardless of personal mood. Gratitude

An attitude of thankfulness that becomes a way of life. John Maxwell

Developing Leaders Around You

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T-eamworkT-eamwork L-eadership L-eadershipC-oaching C-oaching

The Who, the What & the How of Leadership

Coaches Chot Reyes & Tim Cone

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WHO of LEADERSHIP

Most compelling leadership tool• is WHO we are• our values• our anchor principles• If this internal foundation has not been

laid….

• The Chot Reyes Story…..

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MYTHS of LEADERSHIP

• Management Myth• Entrepreneur Myth• Knowledge Myth• Pioneer Myth• Position Myth

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JOHNNY ABARRIENTOS- The Quiet Leader

• Humility• Magnetic• Competent

Page 374: Leadership V2 1

BONG HAWKINS- The Passionate Leader

• Self Discipline• Courage• Focus• Reliable

Page 375: Leadership V2 1

SEAN CHAMBER- The Gregarious Leader

• Relational• Positive Attitude• Character• Servanthood

Page 376: Leadership V2 1

JOJO LASTIMOSA- The Complete Leader

• Consistent• Honest Communication• Transparent• Humility• Supportive• Fulfilled promises• Listened

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WHAT of LEADERSHIP

“ Leadership is not a privilege. It is a responsibility “

“ The team itself leads the team.” Phil Jackson

“ Leadership is Influence.”

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HOW OF LEADERSHIP

• Managers who are coaches will be the norm.

• Team Coaching ABCDs:• awareness and acceptance• build trust levels • create cohesion• develop skills

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CREATING COHESION

• needs time• courage• communication• connection

Page 380: Leadership V2 1

COMMUNICATION

• Spoken Words 7%• Tone of Voice 38%• Body Language 55%

Page 381: Leadership V2 1

SHARPENING SKILLS

• Fish Tank Theory• Comfort Zone vs Gift Zone• Be brilliant at the Basics

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WHERE DO I BEGIN?

• Start with yourself• Practice ABCDs• Feedback

• Things you want to continue doing?• Things you want to stop doing?• Things you want to start doing