Leaders

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Leaders

• The Next Generation
• M.C.Suski

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Great Leaders move us.

• They ignite our passion and inspire the
  best in us. When we try to explain why they are
  so effective, we speak of strategy, vision,or
  powerful ideas. But the reality is much more
  primal Great leadership works through the
  emotions Goleman,Boyatzis,Mckee
• Harvard Business School

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Leadership with Results

• 1. Resonant versus Dissonant styles
• 2. What type of leader are you?
• 3. Making Leaders-The 5 Discoveries
• 4. Theory of Self-Directed Learning
• 5. E.I. versus I.Q.
• 6. E.I. Leadership Competencies
• 7. Leadership Personality Quiz

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Resonance vs Dissonance

• Refers to the reinforcement of sound by
  reflection, an atmosphere of harmony.

• Refers to lack of harmony, toxic environments,
  sense of being continually off key.

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Resonant LeadervsDiscordant Leader Impact of
what leaders say and do

• People moved in positive emotional direction
• Good moods--- Good work
• Higher morale, motivation commitment

• Out of Touch
• People feel off balance-distrust
• drain peace happiness
• legacy-anger, resentment,

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What type of leader are you?

• Visionary ?
• Coaching ?
• Affiliative ?
• Democratic ?
• Pacesetting ?
• Commanding ?

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??

• Your style today?

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Visionary

• How it builds resonance Moves people toward
  shared dreams.
• Impact on climate Most strongly positive.
  Inspired results!!
• When appropriate When changes require a new
  vision, or when a clear direction is needed.

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Coaching

• How it builds resonance Connects what a person
  wants with the organizations goals.
• Impact on climate Highly positive. Coaches are
  good at delegating.
• When appropriate To help an employee improve
  performance by building long term capabilities.

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Affiliative

• How it builds resonance Creates harmony by
  connecting people to each other.
• Impact on climate Positive. Relationship
  builders.
• When appropriate To heal rifts in a team,
  motivate during stressful times or strengthen
  connections.

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Democratic

• How it builds resonance Values peoples input
  and gets commitment through participation.
• Impact on climate Positive. Listening
  collaboration- lets talk it over
• When appropriate To build buy-in or consensus,
  or to get valuable input from employees.

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Pacesetting

• How it builds resonanceObsessive Meets
  challenging and exciting goals.
• Impact on climate Frequently poorly executed,
  often highly negative. Use sparingly! High
  pressure for results provokes anxiety,unable to
  sustain.
• When appropriate To get high-quality results
  from motivated,competent team.

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Commanding

• How it builds resonance Soothes fears by giving
  clear direction in an emergency or disaster.
• Impact on climate Because so often misused,
  highly negative.Do it because I say so
• When appropriate Crisis management a turnaround,
  or with problem staff.

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Did you know that

• Outstanding leaders used 3 times more humorous
  comments --about 1 every 4 minutes --than average
  leaders..

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What is CEO Disease?

• I feel that people arent lying to me but
  neither are they telling me all I need to know.
  Im always guessing my next decision

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CEO Disease can be epidemic

• Senior management are fed by the natural instinct
  to please the boss resulting in giving only
  positive feedback with-holding negative
  feedback.

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Beyond the Honeymoon Effect

• Billions of are spent on training but
  studies have shown that although real change can
  result from training, the change is rarely
  sustained-Honeymoon Effect

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Boyatziss Theory of Self-
Directed Learning 5
Discoveries.
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1
3
5
4
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Becoming a Resonant Leader

• The Five Discoveries

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The First Discovery

• The Ideal Self--Who do you want to be? What are
  the strengths I want to acquire? The change
  begins to discover your passions and the
  possibilities your life holds. Remember, No
  Vision--No Passion

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The second Discovery

• The real self--Or Are you a Boiling Frog? Who am
  I? What are my strengths and gaps? The second
  discovery is like looking in the mirror to
  discover who you actually are now--how you act
  and how others see you.

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The Third Discovery

• My Learning Agenda How can I build on my
  strengths while reducing my gaps? A plan of
  action needs to meet your learning preferences
  with the realities of work and home.

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The Fourth Discovery

• Experimenting with and practicing new
  behaviors, new leadership skills, thoughts, and
  feelings to the point of mastery. When a problem
  arises ,do you jump in, take over solve the
  problem yourself?

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The Fifth Discovery

• Developing trusting relationships that
  help, support,and encourage each step in the
  process.It is that you need others to identify
  your ideal self, help you see what you are
  missing, and affirm your progress.

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Emotional Intelligence

• EI versus IQ
• Intelligence Quotient

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Emotional Intelligence
leadership competencies
Leadership Competencies

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PERSONAL COMPETENCE-how we manage ourselves.

• Self-Awareness
• 1. Emotional self-awareness
• 2. Accurate self-assessment
• 3. Self-confidence

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Self-Management

• 1. Emotional self-control
• 2. Transparency
• 3. Adaptability
• 4. Achievement
• 5. Initiative
• 6. Optimism

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Social Competencehow we manage relationships.

• Social Awareness
• 1. Empathy
• 2. Organizational Awareness
• 3. Service

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Relationship Management

• 1. Inspirational leadership
• 2. Influence
• 3 .Developing others
• 4. Change catalyst
• 5. Conflict management
• 6. Building bonds
• 7. Teamwork collaboration

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E.I. With a SMILE

• S elf-awareness
• M anage emotions
• I nspiration
• L earning by heart
• E nhance social skills
• by Dr. Kitichai
  Uruwankul

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Leading with style--
The Right One At The Right Time
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Leadership Personality Quiz

• Consider these statements and the degree to
  which you agree with them.
• Strongly Agree
• Strongly Disagree