LEADERSHIP SELF-DEVELOPMENT WORKSHOP. DIALOGUE MODE

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Transcript of LEADERSHIP SELF-DEVELOPMENT WORKSHOP. DIALOGUE MODE

  • LEADERSHIP SELF-DEVELOPMENT WORKSHOP

  • DIALOGUE MODE

  • DIALOGUE A PROPOSALDialogue helps in integration of collective thoughts and imbibes the art of thinking together in peopleIn Dialogue, a group of people can explore the individual and collective assumptions, ideas, beliefs, and feelings that subtly control their interactions.What is needed is a means by which we can slow down the process of thought in order to be able to observe it while it is actually occurring.Slow the pace and allow time to reflect on what is being said. Practice listening and speaking from your heart. Treat each other as colleagues. Remember that your own assumptions are often invisible to you. Watch for lapses into discussion

  • WHAT LEADERS REALLY DO

  • MANAGE FROM THE LEFT...LEAD FROM THE RIGHTManagement:Planning and BudgetingOrganizing and StaffingControlling and Problem-SolvingProducing Predictability and OrderLeadership:Establishing DirectionAligning PeopleMotivating and InspiringProducing Change

  • BALANCING MANAGEMENT VS LEADERSHIPManagement:is about copying and maintaining the status quois about efficiencyis about howis about controls, procedures, policiesis about hierarchyis mechanistic Leadership:is about innovating, initiating and creatingis about effectivenessis about what and whyis about trustis about teams, collaborationis holistic

  • COMMUNITIES OF LEADERS OR NO LEADERSHIP AT ALL

  • COMMUNITIES OF LEADERS OR NO LEADERSHIP AT ALLAre we falling back on old leadership habits looking out for the HERO CEODeep cultural changes & strong leadership at all levels are required to be developed for making the organizations more flexible and adaptive to changes.Leaders who initiate and sustain significant change are Local line Leaders, Executive Leaders and Internal Net workers. Understanding the interdependencies of these three leaders is the key to develop effective Leadership communities Leadership & challenges to sustain change: Outer Level: Involve changes in systems, processes and practices that define how organizations function. Inner level: They involve changes in beliefs, assumptions and habits that are social and ultimately personal.Failing to understand the multidimensionality of profound change is why so many change efforts fail

  • WHAT MAKES A LEADER

  • What Makes a Leader?Effective leaders possess emotional intelligence:It is twice as important as technical skills & mental abilitiescomponents of Emotional Intelligenceself-awareness of emotions, strengths & weaknesses, values and goalsself-regulation over emotions and moodsdrive to succeedempathy in understanding feelings and emotionssocially skilful in managing relationshipsEmotional Intelligence can be learned

  • LEADERSHIP THAT GETS RESULTS

  • LEADERSHIP THAT GETS RESULTSThe financial results of any organization are influenced by the organizational climate and this in turn is greatly influenced by the leadership style.Six Basic leadership stylesThe coercive style: Do what I tell you. The authoritarian style: Come with meThe affiliative style: People comes firstThe democratic style: What do you next? The pacesetting style: Do as I do ,nowThe coaching style: Try meTo create the best climate leaders must master the authoritative, democratic, affiliative and coaching styles.Leader must be able to switch among the leadership style as needed.

  • WHY TEAMS

  • WHY TEAMSWHY TEAM PERFORMBring complementary skills and experiences.Establish communication to support real time problem solving.Provides a unique social dimension.Gets better results than a collection of individuals.More flexible than larger organizational groupsConsistency in performanceEverybody is empoweredTo initiate and sustain changeGROUPS TO TEAMSGroups become teams thru disciplined actionShape a common purposeAgree on performance goalsDefine a common working approachDevelop high levels of complimentary skillsHold themselves mutually accountableNever stop doing any of these things

  • Team Basics

  • Team BasicsTeam: Small number of people with complimentary skills Technical / Functional ExpertiseProblem Solving and decision making skillsInterpersonal skillsCommitted to common propose and performance goalsA common meaningful purpose.Specific performance goals.Combination is essential to performance.Committed to common approach.Mutual Accountability

  • TEAM LEADERS

  • Team LeadersTeam leaders focus on team performance results not on individual achievements.Keep the purpose, goals, and approach relevant and meaningfulBuild commitment and confidenceStrengthen the mix and levels of skillsManage relationships with outsiders, including removing obstaclesCreate opportunities for othersDo real work Strike a balance between doing themselves or letting others do themProvide guidance and making tough decisions

  • TEAM TRAPS

  • When a team fails to fulfill its tasks, we focus on refining the tasks or the teams make-up, not on surfacing the interpersonal dynamics that disabled the groups performance are Team Traps, such as:False Consensus: Lack of real buy-inInability to Reach Closure: Ineffective problem-solving and decision-makingRigid Hierarchy: Operation by power and controlWeak Leadership: Inadequate direction from the topUneven Participation: Underutilized human resourcesCalcified Interactions: Rote patterns of behaviorLack of Mutual Accountability: Absence of evaluation and consequencesUnrealistic Expectations: Burn-outForgotten Customer: Too insular an approach to the marketplaceLeft-Out Stakeholders: Lack of support by key playersUnresolved Overt Conflict: Personality conflictsUndiscussed Covert Conflict: Underground conflictTAKING THE TEETH OUT OF TEAM TRAPS

  • PERSONAL MASTERY

  • PERSONAL MASTERYContinually expanding the capacity to create the results in life truly desired.High level of personal mastery enable to consistently realize the results that matters most deeply.Personal mastery brings a different relationship between employee and organization from a contractual to conventional relationship where there is shared commitment to ideas, goals, values & issues, it reflects unity and grace and poise. Personal mastery is a three stage process for adopting a creative orientation to life : articulating a personal vision, seeing current reality clearly, and choosing: making a commitment to creating the results you want.The essence of personal mastery is learning how to generate and sustain creative tension in our lives.

  • METONIC ORGANISATION

  • METONIC ORGANISATIONAn organization undergone a fundamental shift of orientation from the individual and collective belief of helplessness and powerlessness to the conviction that they are individually and collectively empowered to create their future and shape their destiny. It calls for leaders who have Strong commitmentDeep convictionStand for values and purposePut his soul for his visionAbility to sustain a collective vision and Work in union with others.

  • MENTAL MODELS

  • MENTAL MODELAssumptions or Generalizations by which we make sense of the world around us.PARADIGMS: A pattern or set of rules that governs thinking and beliefs. These are more rigid and harder to change than mental models.Paradigm shift-A new game with a new set of rules to bring new reality which can be accelerated through collaborative creation of new mental models.New mental models cover the internal and external realities; Aligned with purposeBenefits of shared mental modelsTransition will be much easier and effectiveBuilds rigour and depth into decision makingShortens decision making timeCollaborative decision making and team work is enhancedBuilds a productive cultureGuides the measurement processEnhances learning

  • Teaching Smart People How to Learn

  • Teaching Smart People How to LearnSingle loop learning: problem solvingDouble loop learning: reflecting on assumptions and testing validity of hypothesis- this is an extra step in genuine learningWhen one fail or under perform, become defensive. No critical examination of own behavior. Blame outward- anyone or anything People profess: open to critique and new learning but actions suggest very different set of governing values or theories-in-use:Desire to remain in unilateral controlGoal of maximizing winning while minimizing losingBelief that negative feelings should be suppressedDesire to appear as rational as possibleTwo suggestions for how to make this happen:Apply same kind of tough reasoning you use to conduct strategic analysisSenior managers must model the desired changes first

  • GOOD COMMUNICATION THAT BLOCKS LEARNING

  • GOOD COMMUNICATION THAT BLOCKS LEARNINGThere is a gap between action and intention and most of the executives are unaware of their own inconsistency. They may be aware of others. The only way to get at these inconsistencies is to focus on them.Theories in use They are the deep defensive strategies for ineffective learning.It helps us avoid reflecting on the counterproductive consequences of our own behavior.Theories in use assume that we have unilateral control, focusing on controlling others and make sure that we are not ourselves controlled. Reflection is only for wining and controlling not learning.We rarely reflect on what we take for granted.Employees who have learned to take active responsibility for their own behavior, develop and share first rate information about their jobs, and make good use of genuine empowerment to shape lasting solutions to fundamental problems.

  • SYSTEM THINKING

  • Systems Thinking First viewLinearIndependentSolutions easier to implementReactive

    Systems thinking Vie