2. I would say to the House, as I said to those who
have joined this Government: 'I have nothing to
offer but blood, toil, tears, and sweat.quot;
Winston Churchill, 1940
What is Leadership?
What are the
virtues of a
leader?
4. Transactional leadership
Primarily relies on the follower's compliance, which leads the
follower to do what the organization expects of him. However,
while the follower might comply with the leader in exchange for a
reward, he might exhibit little commitment to the leader or
organization.
Manager
Peer 1 Peer 2 Peer 3
5. Charismatic Leadership
“It is not what the leader is but what people see
the leader as that counts in generating the charismatic
relationship.”
Major Attila J. Bognar
The followers trust the correctness of the leader's beliefs
1.
The followers feel affection to the leader and obey the leader willingly
2.
The followers feel an emotional involvement in the mission they are
3.
led to do.
Although a charismatic leader can inspire great
commitment, sacrifice and energy, there is no guarantee
his vision is worthwhile.
6. Transformational Leadership
quot;the manager does things right; the leader does the right
thing.quot;
Based on more than follower compliance; it includes shifts in
the follower's beliefs and values. Followers internalize the
transformational leader's end values, such as integrity and
honor, and commit themselves to the leader and his vision.
As a result, transformational leadership is built on follower
commitment.
In gaining follower commitment, the transformational leader
focuses on long-term goals, inspires followers to share his vision,
enacts change and empowers followers.
10. Find your voice by clarifying your personal values.
“You can’t follow someone who isn’t credible, who doesn’t
truly believe in what they’re doing-and how they’re doing
it.”
Leadership The Challenge, Jossey-Bass, 3rd Edition.
A leader is chosen because whoever put him there trusts his
judgment, character and intelligence-not his poll-taking skills.
BE YOUR OWN MAN OR WOMAN!!
Rudy Giuliani, LEADERSHIP, Miramax Books
…meaning that you should never feel that you have to sacrifice your
principles.
11. What are my values?
DWYSYWD: Do What You Say You Will Do
12. SUPERMAN OR MOTHER THERESA?
EVERY LEADER HAS AN INSPIRING SOURCE
WHAT’S YOURS??
13. Exercise
Grab a sheet of paper and answer for yourself the following
questions:
1. What are you discontent about? Why?
2. What brings you suffering? Why?
3. What makes you weep? Why?
4. What makes you jump for joy? Why?
5. What are you passionate about? Why?
6. What keeps you awake at night? Why?
7. What do you want for your life? Why?
8. Just What is it you really care about? Why?
14. Set the example by aligning actions with shared
values.
“The actions of men are the best interpreters of their thoughts.”
John Locke (1632 - 1704)
Build Shared Values
Set clearly the expectations (communicate)
Actions aligned with those values and expectations
TEAMBUILDING
16. Envision the future by imagining exciting and ennobling
possibilities.
Leaders want to do something significant, something
meaningful. That has to come from within.
Before you can inspire others, you have to be inspired
yourself.
Being Forward-Looking differentiates leaders.
You are cruising alone in a sunny road, top down, wind in your
hair and not a care in the world. Without warning, ahead there
is a blanket of fog as thick as you ever seen it.
What do you do?
17. SHARED VALUES DRIVES A SHARED VISION
A leader must engage their constituents in a dialogue about
values. A common understanding of values comes through that
dialogue; it emerges from a process, not a pronouncement.
This dialogue takes part of the effort but EXAMPLE by ACTION
takes the rest.
“FIRST THINGS FIRST”
“Always sweat the small stuff”
18. Story Telling – The best communicating tool for leaders.
Nothing serves a leader better than a knack for narrative. Stories
anoint role models, impart values, and show how to execute
indescribably complex tasks.
Stories stay with you because they involve people and how they deal
with real problems and issues.
19. ENLISTING OTHERS – An honest search for people
Listen deeply to others.
Discover and appeal to a common purpose.
Give life to a vision by communicating expressively, so that
people can see themselves in it.
21. SEARCH FOR OPPORTUNITIES BY SEEKING INNOVATIVE
WAYS TO CHANGE, GROW AND IMPROVE.
“They always say time changes things, but you actually have to
change them yourself.”
Andy Warhol (1928 – 1987)
Leadership and challenge are inextricably linked. Leadership
and principles are inextricably linked. The implication is very
clear. The leaders people admire are the ones who have the
courage of their convictions.
Creating reasons for those people who work for you to establish
their own culture of challenge and preparedness is part of being a
good leader.
22. START SMALL WITH SUCCESS
With every new challenge ahead, it is wise to have
a clear and decisive small victory.
Better if the solution is small enough, so it can be easily
understood.
This will let constituents and critics know that
action and positive change were more than just
rhetoric.
“Success isn't permanent, and failure isn't fatal.”
Mike Ditka
23. UNDERPROMISE AND OVERDELIVER
“The superior man is modest in his speech, but exceeds in his actions.”
Confucius(551 BC - 479 BC)
A leader’s job is to set the correct expectations for its
constituents.
Manage expectations means to let your results
exceed the promises made.
In the long run, grand rhetorical promises
undermine a leader’s authority.
25. FOSTER COLLABORATION BY PROMOTING
COOPERATIVE GOALS AND BUILDING TRUST
“First it is necessary to stand on your own two feet. But the minute a man finds himself in
that position, the next thing he should do is reach out his arms.”
Kristin Hunter, O Magazine, 2003
Collaboration is the critical competency for achieving and
sustaining high performance.
• Create a climate of trust.
• Facilitate positive interdependence.
• Support face to face interactions.
• Generate a “WE” language.
26. “We don’t get our power from our stars and our bars. We get our
power from the people we led.”
Major General John Stanford.
• Leaders accept and act on the paradox of
power: we become most powerful when we
give own power away.
• To strengthen others, leaders place their
constituents not themselves, at the center of
solving critical problems and contributing to
key goals.
• Leaders coach and are mentors.
The people who make a difference in our lives are not the ones
with the most credentials, the most money or the most
awards...They are the ones who care.
Leadership The Chanllenge, Jossey-Bass, 3rd Edition.
27. “The best measure of a man's honesty isn't his income tax return. It's the zero
adjust on his bathroom scale.”
Arthur C. Clarke, science fiction author
ACCOUNTABILITY ACROSS THE TABLE, ALL THE TIME
The contract among leader
and constituents is a two way
street.
Focus on the problem, not the
person. Leave out the “THEY”
excuse.
I’m RESPONSIBLE !!!
29. RECOGNIZE CONTRIBUTIONS BY SHOWING
APPRECIATION FOR INDIVIDUAL EXCELLENCE
A one size-fits-all approach to recognition feels false,
forced and heartless.
Increases cynicism and actually damage credibility.
Make loyalty your cornerstone.
30. CELEBRATE THE VALUES AND VICTORIES BY
CREATING A SPIRIT OF COMMUNITY
“If you can create a community that supports itself, you can really
achieve wonderful things.”
Keith Sonberg, ROCHE Bioscience
Schedule celebrations.
Create a commemorative award honoring exemplary actions.
Demonstrate caring by walking-around.
Show passion and compassion.
Be a cheerleader – your way.
Have fun.
31. In RECAP…
MODEL THE WAY
ENCOURAGE THE INSPIRE A SHARED
HEART VISION
LEADERSHIP
ENABLE OTHERS TO ACT CHALLENGE THE PROCESS
32. Who is going to
tell me what is
IT IS YOUR CHOICE !!!
next?
Where lies
my next
challenge?
33. “You must be the change you want to see in
the world.”
Mahatma Gandhi, (1869 - 1948)
“Leadership is a dialogue, not a
monologue.”
Leadership The Challenge.
