How to create high impact fast

1. What is Leadership?

1.1 Defining leadership

1.2 Management vs Leadership

2. Leadership and change

1.1 Grading the level of leadership in our business

1.2 Transactional and Transformational Leadership

1.3 How to use Leadership models to change results

1.4 Training and couching

1.1 Defining Leadership

Name your favorite leader: 1.1 What separates him/her from all the others great leaders? 1.2 What drove your decision or better say why him/her? 1.3 Is your choice rational generated or emotional generated?

State 3 qualities of a great leader:

1.1 Defining Leadership

So what is leadership?

Easiest definition should be: “The activity of leading a group of people or an organization or the ability to do this.”

While there are a variety of leadership definition there are specific components that are

central to the majority of these definitions:

- is a process

- involves influence

- occurs in group contest

- involves goal attainment

- drives change: every successful leader challenged the status quo

Leadership involves

(1) establishing a clear vision,

(2) sharing that vision with others so that they will follow willingly,

(3) providing the information, knowledge and methods to realize that vision, and

(4) coordinating and balancing the conflicting interests of all members and stakeholders.

1.2 Management vs Leadership

Management vs. Leadership: What’s the

Difference and why does it Matter?

1.2 Management vs Leadership

Defining managers:

Where does a great manager get his influence from?

What kind of relationship does he create with the people he is managing?

What is his “style”?

What is his focus?

What is his view on risk? Is he risk seeking or risk averse?

Defining leaders:

Where does a great leaders get his influence from?

What kind of relationship does he create with the people he is leading?

What is his “style”?

What is his focus?

What is his view on risk? Is he risk seeking or risk averse?

Managers have subordinates

By definition, managers have subordinates -

Authoritarian, transactional style

Managers have a position of authority vested in them by the company, and their subordinates

work for them and largely do as they are told. Management style is transactional, in that the

manager tells the subordinate what to do, and the subordinate does this not because they

are a blind robot, but because they have been promised a reward (at minimum their salary)

for doing so.

Work focus

Managers are paid to get things done (they are subordinates too), often within tight constraints

of time and money. They thus naturally pass on this work focus to their subordinates.

Seek comfort

An interesting research finding about managers is that they tend to come from stable home

backgrounds and led relatively normal and comfortable lives. This leads them to be

relatively risk-averse and they will seek to avoid conflict where possible. In terms of people,

they generally like to run a 'happy ship'.

1.2 Management vs Leadership

1.2 Management vs Leadership

Leaders have followers

Leaders do not have subordinates - at least not when they are leading. Many organizational

leaders do have subordinates, but only because they are also managers. But when they

want to lead, they have to give up formal authoritarian control, because to lead is to have

followers, and following is always a voluntary activity.

Charismatic, transformational style

Telling people what to do does not inspire them to follow you. You have to appeal to them,

showing how following them will lead to their hearts' desire. They must want to follow you

enough to stop what they are doing and perhaps walk into danger and situations that they

would not normally consider risking.

Leaders with a stronger charisma find it easier to attract people to their cause. As a part of their

persuasion they typically promise transformational benefits, such that their followers will not

just receive extrinsic rewards but will somehow become better people.

1.2 Management vs Leadership

People focus

Although many leaders have a charismatic style to some extent, this does not require a loud

personality. They are always good with people, and quiet styles that give credit to others

(and takes blame on themselves) are very effective at creating the loyalty that great

leaders engender. Although leaders are good with people, this does not mean they are

friendly with them. In order to keep the mystique of leadership, they often retain a degree of

separation.

This does not mean that leaders do not pay attention to tasks - in fact they are often very

achievement-focused. What they do realize, however, is the importance of enthusing

others to work towards their vision.

Seek risk

In the same study that showed managers as risk-averse, leaders appeared as risk-seeking,

although they are not blind thrill-seekers. When pursuing their vision, they consider it natural

to encounter problems and hurdles that must be overcome along the way. They are thus

comfortable with risk and will see routes that others avoid as potential opportunities for

advantage and will happily break rules in order to get things done.

1.2 Management vs Leadership

Please point the differences at a principle level between managers and leaders:

1.2 Management vs Leadership

Basic principle differences between a leader and a manager:

1.2 Management vs Leadership

But with all the differences still there is an overlap between the two fields. When managers are involved in influencing a group of employees to meet its goal they are operating under leadership. In addition, when leaders are involved in aspects such as planning, organizing, staffing, or controlling, they are operating within management.

1.2 Management vs Leadership

Summary on Managers and leaders roles in the organization:

Step out and apply

● Are the the activities I am currently performing within my job

more leadership or management oriented? Why?

● Do I want more leadership/management oriented

responsibilities? If so how do I go about taking on/requesting

more responsibilities? Outline an action plan here:

● Do I want my leadership/management responsibilities

reduced? If so what how and why do I delegate responsibilities

to other able individuals? Outline an action plan here:

● What leadership competencies do I need to work on to be the

best leader I can be?

● What management competencies do I need to work on to be

the best manager I can be?

1.3 Leadership and change

You have heard a million times: “ The only constant in life is change”These is

even more truth in the business world were is a prevalent part of our day by

day lives. If change is so constant why do we fail to implement it when

necessary?

Every business is a system designed to produce results. But what happens if

these design doesn't produce the results expected?

Every business will require change at some point (or various points) during its

lifetime. It may be deemed to be a basic skill but is a crucial one for leaders

and managers.

Before change can be implemented, it is useful to consider five key risks that

can slow down the process:

1. Different people react differently to change – be open and honest about what

is planned and don’t give false hopes.

2. Everyone has fundamental needs that have to be met – keep people

informed and include them as much as possible in order to hear their views.

3. Change often involves a loss, and people go through the "loss curve" – be

aware of the negative aspects of change and be supportive and

understanding.

4. Expectations need to be managed realistically

● 5. Fears have to be dealt with – give people an opportunity to express their

fears and try to give reassurance where possible.

1.3 Leadership and change

If needed to grade what the leadership level in your club what would be the

fundamentals you would grade on?

Relationship and trust = is the foundation of leadership necessary for any

major accomplishments

The alignment = is everybody in the organization aligned for the same vision?

The commitment = does anybody in the organization let circumstances

overcome them?

The vision = is it clear and transparent for everybody?

Predisposition to Change = the will of the organization (people) to change

Capacity of Action = do we have resources needed to produce the change?

Brief Leadership Survey

High level of relationship and trust: 1-10

Deep sense of propose: 1-10

Clear mission: 1-10

Shared values: 1-10

Strong alignment and commitment: 1-10

Action focused vs blame focused: 1-10

Rigorous coordination of actions: 1-10

Full accountability: 1-10

Average score: 1-10

The higher our average score is the easier it is for us to

implement a change! This applies for individuals

Transactional Leadership What is transactional leadership?

● Leadership is responsive and its basic orientation is dealing with present

issues

● Leaders rely on standard forms of inducement, reward, punishment and

sanction to control followers

● Leaders motivate followers by setting goals and promising rewards for

desired performance

● Leadership depends on the leader’s power to reinforce subordinates for their

successful completion of the bargain.

● Leaders are aware of the link between the effort and reward

●

● What is transformational leadership?

● Leaders arouse emotions in their followers which motivates them to act

beyond the framework of what may be described as exchange relations

● Leadership is proactive and forms new expectations in followers

● Leaders are distinguished by their capacity to inspire and provide

individualized consideration, intellectual stimulation and idealized influence

to their followers

● Leaders create learning opportunities for their followers and stimulate

followers to solve problems

● Leaders possess good visioning, rhetorical and management skills, to

develop strong emotional bonds with followers

● Leaders motivate followers to work for goals that go beyond self-interest.

How to use Leadership models to change results

“Doing the same thing twice and expecting different outcome is the first sign of

madness”

So why do we implement change?

What is responsible for the results we deliver?

How can we manage actions?

Most transactional leadership deals with managing actions!

If you do “action” you will get “result”.

What are the benefits of managing actions thru transactional leadership?

What are the risks of using transactional leadership for managing actions?

How can we use transformational leadership to influence results?

How to use Leadership models to change results

We don't! Because transactional leadership affects the Experience and Beliefs

area!

What are the advantages of this leadership model?

Training and couching

Is there any difference between training and couching?

What is the difference?

What is training?

What is couching?

What type of leadership effort do we use up when training?

What type of leadership effort do we use when couching?

Training and couching

Training someone is the act of giving them knowledge. When you're working

with a person training them, you are giving them the tool that they would

need for success.

Most of the corporate training is transactional! We exchange information with

others so that staff can provide the wanted results!

With coaching someone, you would be in the act of working with them, guiding

them to accomplish their goal. This has a lot to do with them being

accountable to you. Many of the best coaches in the world are not the people

that are there giving people the tools. They're working with you to keep you

on track and in alignment with the goal at hand. Most of the couching done is

a transformational and highly effective leadership tool!

Step out and apply

Implementation:

In what areas of our business can we implement and use the 2 leadership style?

In what ares of our business can we use training and couching for improving

performace?