ONE DAY WORKSHOP ON CAPTIVE LEADERSHIP SKILLS FOR BUSINESS LEADERS

WORKSHOP LEADER FASIHUL KARIM SIDDIQI

INSTITUTE OF LEADERSHIP DEVELOPMENT

LEADER DEFINED
Types Of People In An Organization: WORKER MANAGER LEADER LEADER = VISION + INFLUENCE + MAKING DIFFEENCE A Leader Is A Person WITH A VISION ABILITY TO SEE BEYOND THE SIGHT OF HIS FOLLOWERS. HAS ABILITY TO INFLUENCE OTHERS WITH HIS VISION WITH THE INFLUENCE OF HIS VISION IS ABLE TO MAKE A DIFFERENCE IN OTHERS. Every Manager May Be A Leader But Every Leader Is Not A Manager Leadership Is Not A Position. It Is An Action And A Choice.

LEADER AND MANAGER

The manager administers, the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye always on the bottom line; the leader has his eye on the horizon.

The manager imitates; the leader originates.

The manager accepts the status quo; the leader challenges it. The manager is the classic good soldiers; the leader is his own person.

The manager does things right; the leader does the right thing.

FOUR CATEGORIES
THE LEADING LEADER
Is born with leadership qualities Has seen leadership modeled throughout life Has learned added leadership through training Has self discipline to become a great leader

Note : Three out of four of these qualities are acquired

THE LEARNED LEADER Has seen leadership modeled most of life

Has learned leadership through training

Has self discipline to be a great leader Note : All three qualities are acquired

THE LATENT LEADER

Has just recently seen leadership modeled Is learning to be a leader through training Has self discipline to become a good leader Note : All three qualities are acquired THE LIMITED LEADER

Has little or no exposure to leaders Has little or no exposure to leadership training Has desire to become a leader Note : All three qualities can be acquired

FOUR LEVELS OF LEADERSHIP

LEVEL 1 LEVEL 2 LEVEL 3

POSITION PERMISSION PRODUCTION

LEVEL 4

PEOPLE DEVELOPMENT

IDENTIFYING & COMPARING YOUR LEADERSHIP STYLE

Written

Big Picture

Risk Taking

Analytical

Action Focus

Risk-averse Detail Oral

LEADERSHIP SUCCESS MATRIX

HIGH

DREAMERS
AMBITION

LEADERS

LAGGARDS
LOW LOW

SLEEPERS

ABILITY

HIGH

A LEADER:
1. HAS A MISSION THAT MATTERS 2. IS A BIG THINKER

3. HAS HIGH ETHICS

4. MASTERS CHANGE 5. IS SENSITIVE

6. IS A RISK TAKER
7. IS A DECISION MAKER 8. USES POWER WISELY

9. COMMUNICATES EFFECTIVELY
10.IS A TEAM BUILDER 11.IS COURAGEOUS 12.IS COMMITTED

TEN PRINCIPLES OF LEADERSHIP

1. The Definitions of Leadership INFLUENCE 2. The key to Leadership 3. The Most Important Ingredient of Leadership 4. The Ultimate Test of Leadership PRIORITIES INTEGRITY

CREATING POSITIVE CHANGE PROBLEM SOLVING

5. The Quickest Way to Gain Leadership

6. The Extra Plus in Leadership

ATTITUDE
PEOPLE VISION SELF DISCIPLINE STAFF DEVELOPMENT

7. Developing Your Most Appreciable Asset 8. The Indispensable Quality of Leadership 9. The Price Tag of Leadership 10. The Most Important Lesson of Leadership

5 FUNDAMENTAL PRACTICES OF EXEMPLARY LEADERSHIP

CHALLENGE THE PROCESS

INSPIRE A SHARED VISION

ENABLE OTHERS TO ACT

MODEL THE WAY ENCOURAGE THE HEART

TEN COMMITMENTS OF LEADERSHIP

PRACTICES
1. Challenging the Process 2. 3. Inspiring a Shared Vision 4. 5. Enabling Others to Act 6.

COMMITMENTS
Search out challenging opportunities to change, grow, innovate, and improve. Experiment, take risks, accompanying mistakes. and learn from the

Envision an uplift and ennobling future. Enlist others in a common vision by appealing to their values, interests, hopes and dreams. Foster collaboration by promoting cooperative goals and building trust. Strengthen people by giving power away, providing choice, developing competence, assigning critical tasks, and offering visible support. Set the example by behaving in ways that are consistent with shared values. Achieve small wins that promote progress and build commitment. consistent

7.
Modeling the Way 8.

Encouraging the Heart

9. 10.

Recognize individual contributions to the success of every project. Celebrate team accomplishments regularly.

CAPTIVE Leadership Skills

Managing Relationship Value Medals Learning & Renewal Hard Work Humility Integrity Talent Decisions Self Visualizing Discovery Goal Setting

Conflict

Emotional Skills

Career Skills Attitudinal Skills People Skills

Crisis Difficult People Difficult Times Delegating

Value Skills Intellectual Skills

Motivating Coaching

Technical Skills

Mentoring Communication

Strategies Projects Meeting

Problem Solving Time

PARALLEL THINKING SIX THINKING HATS OF DR. DE BONO

THE WHITE HAT THE WHITE HAT : means information When in use, everyone is focusing on information. What do we know / What do we need to know / What is missing / What questions to ask. :Think of fire and warm. It represents emotion, feeling and intuition. - I do not like this idea at all - My feeling is that this simply will not work. - My intuition is that he is the right person for the job. - Basics of critical thinking - Judgment thinking - Is this right or is this wrong - Does this fit our values?

THE RED HAT

THE BLACK HAT

THE YELLOW HAT - Focus on values, benefits and why something should work. - Positive thinking - Value sensitivity

THE GREEN HAT

- Symbolizes vegetation, growth & energy. - Creative thinking - Initiative to creativity, new ideas.

THE BLUE HAT

- Blue sky and overview / conductor of the orchestra. - Organize the other hats and organize the thinking - The control function

1.

SIX VALUE MEDALS

SILVER ORG VALUES
STEEL QUALITY VALUES BRASS PERCEPTUAL VALUES WOOD ENVIRONMENT AL VALUES GOLD

HUMAN VALUES
GLASS ASSOCIATED VALUES EG. INNOVATION, SIMPLICITY, CREATIVITY

2.

VALUE STRENGTH
4 DEGREES OF VALUES : STRONG, SOUND, WEAK, REMOTE 4 -4 3 -3 2 -1 1 -1

NEGATIVE VALUE

3. VALUE SCAN FOR EACH PROJECT TO GET 1ST IMPRESSION

4 2 2 4 .3 1 3 4 1 2 2 4 .4 .3 .4 3 1 1

GO NOT

BAD INVESTMENT
AND MARKET INPUT

(DISASTER)

5 MANAGERIAL MINDSETS
REFLECTING MINDSET - Managing Self: - organization needs managers who see both ways. - to be able to see behind in order to look ahead. ANALYTICAL MIND SET - Managing Organization: - To approach the scores and crowds while watching the ball

WORLDLY MINDSET

- Managing Context: - Getting into worlds beyond their own - To manage on the edges between the organization and the various world that surround it culture, industries, Cos.

COLLABORATION MINDSET -Managing Relationship: - Not managing people so much as the relationships among people. - Leadership in the background.

- Managers help to establish the

structure cultures and attitudes through which they get done.

ACTIVE MIND SET

- Managing change with continuity

business is judged by the products they make and service they render not the changes they make.

WEAVING THE MINDSETS TOGETHER IS THE LEADERSHIP CHALLENGE