Buildingsuccessfulleaders如何成为优秀的领导者

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1、Is the ability of an individual influence a group or another individual toward the achievement of goals and resultsManagementIs about coping with day-to-day operationsDefinition of LeadershipBuilding Successful Leaders I Proactive OrientationII Time ManagementIII Dealing with personal changeIV Leade

2、rship ModelsV Influence Skillscore leadershipVI Communication & Resolve ConflictVII Successful FacilitatorVIII Performance & People developmentBSL (I)- Proactive orientationWhen were proactive, we accept responsibility for who we are, what we have, and what we do.We grow by becoming more consistentl

3、y proactive over time. No quantum leap but a continuum of progression.When we are proactive our language changes, notice how often we say “if only”If we think that the problem is “out there”, that very thought is itself the problem. There are 2 tools available to us to help be more proactive. TOOL 1

4、: The Hill TOOL 2: Force Field AnalysisBSL (I)- Proactive orientationThe HillConcernControlInfluenceEconomyMy valuesMy attitudeMy performanceMy actionsTechnology changesResourceCompanysdecisionsMymanagerPower of Vision GAINING CONTROLC. Your Environment Delegating Re-negotiating System StaffingB. Yo

5、u Manager Saying NO Prioritizing 80/20 Assessing NeedsA. Yourself Values Energy White Space Gaining ControlA.Controlling YourselfFinish what you start.If you are over-committed and expect to be GREAT at everything, focus your energy on fewer areas and allow yourself to be average in less important m

6、atters.SAY NO (PUSH-BACK)Develop your sense of humor. Learn NOT to take yourself too seriously.DELEGATEBroaden your family activities.Pay attention to your spirituality and Personal Leadership Effectiveness.Gaining ControlB. GAINING CONTROL OF YOUR MANAGER RELATIONSHIP Make Sure You Understand Your

7、Manager. Assess Yourself and Your Needs. Develop and Maintain a Relationship. Saying No.Gaining controlC. GAINING CONTROL OF YOUR ENVIRONMENT Listen Effectively Attack Problem, not people Learn to Re-Negotiate Seek Out Strong Directed Workers Be Co-operative Find Key Associates to Use as Resources L

8、earn to “Let-Go” of Your Technical ProwessTool: Force field analysis Force-field analysisHelpingHinderingDesiredBSL(II)-Time managementS1PressureDeadlineCrisesS2InterruptionsSome callsSome mailSome reportsSome meetingsPopular activitiesS3PreventionRelationshipBuildingRecognizing newPlanningS4Trivia,

9、 Busy workTime WastersSome mailSome phone callsPleasant activitiesThe Work-Time Matrix looks at the perennial problem that all busy people face. The demands of the immediate overriding the important areas of our lives.We have talked before.CriticalNot CriticalPressing(Urgent)Not Pressing(Not Urgent)

10、Dealing with personal changeResistance to changeHomeostasis(动态平衡）动态平衡） Change planning and managingOptimal ChangeBSL(III)-Dealing with personal changeChang is possible, not easy Positive change will not finished today, but it can start today Healthy change is a long-term process, the decision to mak

11、e a change offers wonderful feelings of control and optimism, but those are short- lived if the change is not accomplished.-An expectation of an unrealistically high payoff in an unrealistically short time.Three Basic Kinds of Chang Shock Change -Unexpected, Often Unwelcome -Catchs you off-guard Evo

12、lutionary Change -Gradual -Incremental -You can prepare and plan Strategic Change - A sense of ControlDealing with personal changeNNowNormalNeutralOrg. Jump to N+1People often jump to N-1Buy-in Takes time+1-1ResistanceAnger生气生气Withdrawal撤消撤消FightingCant sleep at nightGave my all and now look what I

13、getDont likeExplorationToo many new ideas are generatedFrustration-挫败挫败Have a lot to do Trouble focusingOpen to new thingsThe internal process of change N-1 N+1Denial否定否定ConfusionLoss of Identity 失去平衡失去平衡Apathy冷漠冷漠 Numbness麻木麻木This too shall pass 也会过去也会过去CommitmentTeam workSatisfactionClear focus an

14、d planSign me up AcceptanceYou will give up faster if you are not in control TransitionsThings do not change, we changeBeginnings New commitmentTransitions Time of uncertainty between the old and new realityEndings Letting goLesson cant threaten When you try to teach anyone something new, you have t

15、o make it clear from the outset that the destination is someplace wed all like to go.Managing Resistance Identify sources and reasons Involve all interested parties in contributing to planning the change Clearly articulate the need for change and goals and objectives of the change process Written do

16、cuments) Address the individual needs of those who will impacted by the change, help people retain what they treasure whenever possible.Managing Change Models of changeN-1 N+1Denials Resistance exploration commitmentManaging Change: Basic ActionsStep 1 : Let goStep 2 : Identify your reactionStep 3 :

17、 Take ActionStep1 Confusion - Accept Loss of identity- Build Connection Withdrawn- Face it Angry- Share itThe past is not the futureif you think about you error, you will make another error, making mistake is just a learning processThe current pattern of behavior employees engage in is six times mor

18、e likely to predict job performance than is their background and job history.Step 2 Identify what you really wantValue and attitude Beliefs BehaviorLimiting BeliefsEmpowering BeliefsTheres no time for thought, no time for progress, just time to do what has to be done todayVery dangerousStep 3 Do I h

19、ave the skills necessary to get what I want?-Ask professionals, inside and outside-Ask your manager-Listen, really listen, to what they sayFind your own path64% failed to achieve success in their lives due to specific standard set by others that they were unable to live up to.Step 3 What can I contr

20、ol? What can I influence? Risk control/Managing Risk Promote and reward risk taking (IBM) 147/805 rule Bee story(15% search)BSL(IV)-Leadership Models Managerial Grid Situational leadership 3-D Theory Leadership styles1.9仁慈宽恕仁慈宽恕9.9合作合作5.51.1 自由放任自由放任9.1独裁独裁 LowHighHighEmployee OrientationTask orient

21、ation3-参与参与4-授权授权Degree of employee maturityLeadership style3-D Theory32413241Effectiveness Task orientationEmployee Orientation1=Doer1=Dictator2=Moderator2=Vacillator游移游移3=Carer3=Softy4=Strategist4=Ivory towerAppropriate to the situationThe four leadership stylesDirectingDelegating S2S1S4S3Supporti

22、ngCoachingD4 D3 D2 D1Development level of followersDirectingHigh directive, low supportiveLeader defines roles of followersProblem solving and decision making initiated by leaderOne-way communicationCoachingHigh directive, high supportiveLeaders attempts to hear followers suggestion, ideas Two wayCo

23、ntrol over decision makingSupportingHigh supportive, low directiveFocus of control shifts to followersLeader actively listensFollowers has ability and knowledge to do the taskDelegatingHigh supportive, low directiveLeaders discuss problems with followersDecision making is handled by the subordinateS

24、eeks joint agreement on problem definitionsRun their own showLowHighLevels of development D1 Low competence, High commitment Enthusiastic Beginner D2 Some competence, Low commitment Disillusioned Learner D3 Moderate to High Competence variable commitment Reluctant Contributor-难处理的贡献者难处理的贡献者 D4 High

25、competence, High commitment Peak performerIncreasing follower development levelThe Leaders goalSituational Leadership is not something you do to people but something you do with peopleTeam Relationships Stages of Team developmentFormingStormingNormingPerformingTransformingBlind optimismInformed pess

26、imismHopeCommitment Commitment (Morale)Productivity (Competence)Commitment (Morale)Productivity (Competence) Commitment (Morale)Productivity (Competence) Commitment (Morale)Productivity (Competence)Leadership behavior for team development Forming telling high task/low relationship Set realistic and

27、attainable goals Clarify tasks and relationships Set standard and limits Make decisions and give directions Teach and demonstrate skills Give feedback on performance and group dynamics Provide low to moderate support Explaining what /why Seeking question and answers Acknowledging rough spotsLeadersh

28、ip behavior for team development Storming-selling High task/High relationship Task behaviors - Redefine the goals and expectations - Provide Vision - Redefine roles and relationships - Continue skill development - Facilitate interdependence Relationship behaviors - Facilitate group decision making -

29、 Actively listen - Accept and understand difference - Acknowledge difficulties - Confront challenge - Manage conflict - Praise helpful behavior - Maintain enthusiasm Leadership behavior for team development Norming- Participative Low task/high relationship Facilitate team functioning Involve team in

30、 setting goals and standards Involve team in decision making Actively listen Encourage and acknowledge performanceLeadership behavior for team development Performing- Delegating Low task/Low relationship Share information Link to the larger organization Manage team goal-setting and performance-revie

31、w process Reinforce the teams success Follow throughBSL(V)-Influencing Skills Core concepts of influence-Influence is consensual(双方意愿双方意愿)-Influence is situational-Process, not an event-often involves a mixture of strategies and tactics-people respond best to the tactics they use-people give cues th

32、at tell you how best to influence themPower and influence TOPS =Result-Tactic Negative/Positive-Organizational Power Role, Resources, information, network, reputation-Personal Power Knowledge/Expressiveness/attraction/Character/History with influence-SkillInfluence Tactics How people are influenced

33、-Different people respond differently to the various influence tactics -People tend to use the tactics they are most responsive to How to choose a tactic -Use the tactics the influencee uses -Listen and look for cues(暗示暗示) from the influence -Use tactics appropriate to the influencees personality ty

34、peApplying power directionally Org. Power RoleResourcesInformationNetworkReputationRoleResourcesInformationNetworkReputationRoleResourcesInformationNetworkReputationPersonal PowerKnowledgeExpressivenessCharacterAttraction HistoryKnowledgeExpressivenessCharacterAttraction History KnowledgeExpressiven

35、essCharacterAttractionHistoryUpwardLaterallyDownwardApply Power & Influence Situation -culture/environment/external/influencees state/Recent history/Power differential Operating Style Differences Influence Direction Assessing Lateral Influencees Attached checklist BSL(VI)- Communication & Resolve co

36、nflict We have talked this topic last year.BSL (VII) - Creative Facilitation Use effectively the creative facilitative skills Develop workable agendas for meetings Master and be able to apply effectively all the tools to any problem solving session Harness the creativity and experience of the people

37、 you work with Definition of facilitation A-B -Conflict/Direction/decision/team energyRoles of a facilitatorHelps the group to assess its needsHelps define short and long-term goalHelps develop a process to attain objectivesGuides group discussionsHelps the group to understand its own process in ord

38、er to work more effectivelyManages conflict and communications among membersHelps the group access needed resources from inside and from outside the groupSupports the team as it solves problems and make decisions which talk all members opinions into accountHelps individuals enjoy a positive, growing

39、 experience while at the same time helping a group attain its goal.Helps members recognize and appreciate their difference.Eventually helps group members share responsibility for leading the groupCharacteristics of an excellent facilitator Assertive Good Listener Intuitive直觉直觉 Good speaker Good time

40、 manager Organized Stays neutral and objective Risk takerFacilitating Collaboration: open,Narrow,CloseOpenNarrowCloseTools for Reaching AgreementGather information-Analysis-Reach agreementBrainstormClarifyCombine similar ideasPrioritizeNegative PollBuild up /EliminateBoth/AndIdea Generation and Crea

41、tivity Look in other fields-the more divergent your sources ,the greater the likelihood of good ideas generated Look for many ideas this increase the chances of finding a few exceptional ones (Optimum) Be willing to be led astray-You may find something good along the way Write it downFacilitation Tr

42、apsDominating group discussionNot participating in discussions-SilentSide conversationsInaccurate recording of ideasDiscussion off trackJudging the worth of inputs from team membersHidden AgendasInsensitivity to personal need of team membersUnclear purpose, poor agendaUnclear causing negative conseq

43、uencesIneffective decision making processPushing decision throughFailing to create accountability for decisionsBeing Negative or ArgumentativeTechniques for handling dysfunctional behavior Overly talkative Highly Argumentative Quick and overly helpful Rambling Personality clash Obstinate Wrong subje

44、ct Side conversation Inarticulate Definitely wrong comment Ask you opinion Refuses to ParticipateTell war storiesAnalysis and Creativity Focus initially on the positive Sometimes the person who doesnt anything does worse than the person who tries a few things and makes some mistakes. Assumptions som

45、etimes channel our thinking in the wrong direction Ideas that brought success in the past can cloud you mind like dogmaDecision making and creativity Two basic rules - Change inevitable - Everybody resists change Success comes with the willingness to do what is necessary Get rid of your excuses Unde

46、rstand that people will want to shoot your idea down Meeting skill We plan to talk in the future.Idea generation toolkit Brainstorming -No evaluation of ideas -Encourage wild ideas -Hitchhike-build on ideas of others Mind mapping Brain writing-Build on the ideas on others StoryboardingAnalysis toolk

47、it Force-Field analysis Structure tree Fishbone 5 why 5 times Pert chartDecision making toolkit Ranking techniques - Green dot technique - 7-5-3-2-1 Ranking - Small group - Pay-off Matrix Weighted voting Paired Comparisons Who, What, WhenBSL(VIII)-Performance and people development We have talked on

48、 PDP and OPR session last yearThe levels of leadership People follow because they have to People follow because they want to People follow because of what you have done for the organization People follow because of what you have done for them People follow because of who you are and what you represent