LEADERSHIP IS ...

Principle Based Principle Based BehaviorBehavior

The Basic PrinciplesThe Basic PrinciplesFocus on the Situation, Issue or Behavior not the Person

Maintain the self-confidence and self esteem of others

Maintain constructive relationships

Lead by example Achieve Global

Leadership Qualities

Authentic; Show Emotion; Good Sense of Humor;

Spontaneous; Passionate ;

Creative; Dependable; Curious;

Understanding; Honest; Trust Fully;

High Self-esteem; Faith-filled; Persistent;

Assume No Blame or Judgment

AuthenticAuthentic... DO NOT BE ASHAMED OF SHOWING EMOTION.

“The Achievers” (p114)

•Dr Gerald Bell notes that “They (Achievers) feel without fear”.

Dr Gerald BellBell Leadership Institute

Good Sense of HumorGood Sense of Humor... BE FUNNY

“The Leadership Challenge”, (p.60)

•“Researchers have found that appropriate humor can lead to cohesion and bonding among co-workers.”

Leadership Challenge,Kouzes and Posner

“The Achievers” (p. 115)

“Achievers have fun. Their humor fits their moods and situations. It’s not artificially buttressed by a reservoir of hostile or off-color jokes, hidden sarcasm or unreal laughter. Rather it is responsive to man’s nature or unusual situations.”

PassionatePassionate... TELL STORIES.

Giving Recognition

Identify an opportunity for giving recognition

Describe the behavior as immediately and specifically as possible

State how the behavior made a difference to you and to the organization

Achieve Global

Spontaneous... PREPARE A SURPRISE.

DependableDependable... OFFER A SMILE.

CuriousCurious... BE LIKE A CHILD.

Leadership Qualities*Authentic; Show Emotion;

Good Sense of Humor; Spontaneous; Passionate

;Creative; Dependable;

Curious; Understanding;

Honest; Trust Fully;High Self-esteem; Faith-filled;

Persistent; Assume No Blame or Judgment

* Also Child-like Qualities

... PLAY.

... LISTEN.

“Leading From the Heart”, Kay Gilley

“…leaders create an environment of respect for people and for the process of involving people. They know it is more important to listen than to talk.”

“The Leadership Challenge” - Kouzes

and Posner

“Those leaders who take the time to listen and offer support will find it easier to mobilize action in the face of people feeling stuck, stressed, angry and alienated.”

Effective Asking and Listening Techniques

Don’t allow outside interruptions or distractions

Face the person you’re “coaching”Keep your body language openLean forwardMaintain good eye contactNodGive short verbal responses (uh-huh, I

see, etc.) Achieve Global

Effective Asking and Listening Techniques –

cont’dRemain silent to allow the other person to respond

Ask open-ended questionsLimit your use of close-ended

questionsParaphrase what the person has saidAcknowledge the emotions of the

person you are coachingFrom time to time summarize what

you have heard

UnderstandingUnderstanding... PAY ATTENTION .

“Primal Leadership” - Daniel Goleman

“Empathy allows a leader to keep people happy by caring for the whole person - not just the work tasks for which someone is responsible. A leader’s empathy makes an affiliative approach a booster of morale par excellence, lifting the spirits of employees even as they trudge through mundane or repetitive tasks.”

HonestHonest... COACH.

Coaching is one of the primary responsibilities of leadership. Yet many leaders find it very

difficult to coach. “The reality for managers is that business goals

come first by necessity. Even the most attentive managers typically

turn to leadership development activities only after their ‘other

work is done’.

CCL Abstract; “The Leadership Imperative: “Ensuring Management Accountability for

Leadership Development”.

“Primal Leadership” - Daniel Goleman

• “Coaches help people identify their unique strengths and weaknessesstrengths and weaknesses, tying those to their personal and career aspirations. They encourage employees to establish long-term development goals, and help them to conceptualize a plan for reaching those goals, while being explicit about where the leader’s responsibility lies and what the employee’s role will be.”

Coaching Key Actions:

Identify an opportunity to help someone expand on his/her skills, knowledge and abilities.

Confirm that the person is ready for coaching.

Ask questions and offer information to clarify the situation.

Help the person identify possible actions.Gain agreement on a course of action.Offer your support

Achieve Global

TrustfullyTrustfully... TRUST FULLY.

High Self EsteemHigh Self Esteem... BE PARTNER.

Statement to the Prudential President’s Council, Don

MacNaughton,President, Prudential Insurance Co.

“Individuals work best and produce most when they (1) know what their job is; (2) know how it fits into the total picture and overall goals; and (3) are permitted to carry it out with a minimum of interference from anyone else. People tend to work best when they feel they are working for themselves.”,

FaithfilledFaithfilled... SHARE.

PersistentPersistent... GIVE A LITTLE PUSH.

Key Actions for Giving Feedback

Convey your positive intent

Describe specifically what you have observed

State the impact of the behavior or action

Ask the other person to respond

Focus the discussion on solutions Achieve Global

Receiving FeedbackReceiving Feedback... ASSUME THAT WE

WERE WRONG.

Assume No Blame or Assume No Blame or JudgementJudgement

...ELIMINATE GUILT AND DENIAL.

Correcting Performance Problems

Prepare for a focused discussionState the need for improved

performanceMutually assess the situationIf appropriate, explain any steps you

plan to take and whyHelp the person identify possible actionsAgree on a plan and a date to follow-upOffer your support

Achieve Global

... IS GOOD TO HAVE A FRIEND, BUT SOMETIMES

LEADERS NEED TO BE ALONE...