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Effective Leadership Practices

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When one or more persons engage with others in such a way ... The difference between being an entourage in an activity trap and an organization with a focus. ... – PowerPoint PPT presentation

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Title: Effective Leadership Practices


1
Effective Leadership Practices
  • NACM
  • Leadership Core Competency Fundamentals

2
Leadership Isnt Only
  • Position and place
  • Skills and systems
  • Tools and techniques

3
Leadership It Is Also
  • You being you
  • Practicing what you preach
  • Doing what you say you will do
  • Finding your voice

4
Defining Leadership
  • An influence relationship among leaders and
    followers who intend real changes that reflect
    their mutual purposes.
  • (Joseph Rost, Leadership for the Twenty First
    Century).
  • When one or more persons engage with others in
    such a way that leaders and followers raise one
    another to higher levels of motivation and
    morality.
  • (James MacGregor Burns, Leadership).

5
The Tough Thing About Leadership
  • Part Do, Part Be
  • Managers Do Things Right. Leaders Do the Right
    Thing.
  • What is the right thing to do? Sez who?
  • Building trust

6
NACM Leadership Competencies
  • Be credible in action
  • Create focus through vision and purpose
  • Manage interdependencies Work beyond the
    boundaries
  • Create a high performance environment
  • Do skillful and continual diagnosis

7
  • Being Credible in Action

8
Credibility?
  • 64 percent said they dont believe what
    management says
  • 50 percent said they arent informed about the
    organizations plans

9
Credibility
  • Do as I say, AND as I do
  • Decisions and actions consistent, timely
  • Honest behavior
  • Know their jobs
  • Know (and care about) them
  • Foster communication and community
  • Provide opportunities to grow and learn
  • As much as possible, people make their own
    decisions
  • Give people credit
  • Solve problems and foster success

10
Ethics A Key to Credibility
  • Managers do things right. Leaders do the right
    thing.
  • Warren Bennis
  • Whats the right thing?
  • Weigh the pragmatic in the clarifying light of
    the moral.
  • Max DePree, former President, Herman Miller

11
  • Creating Focus Through Vision and Purpose

12
Vision
  • Put it before them briefly so they will read it,
    clearly so they will appreciate it, picturesquely
    so they will remember it and, above all,
    accurately so they will be guided by its light.
  • Joseph Pulitzer

13
Vision Test
  • A realistic, credible, attractive future
  • A future that is better, more successful, or more
    desirable than the present
  • A desirable destination
  • An idea so energizing that it, in effect, jump
    starts the future by calling forth the skills,
    talents and resources to make it happen

14
Strategic Leadership
  • Purpose
  • Priorities
  • Capacity
  • Context
  • Action
  • Alignment

15
Three Key Questions
  • Where are we now?
  • Where do we go?
  • How do we get there?
  • The difference between being an entourage in an
    activity trap and an organization with a focus.

16
The Essence of It All
  • Focus on Contribution

17
  • Beyond the Boundaries Managing Interdependencies

18
  • There are no results within the walls of an
    organization.
  • -Peter Drucker

19
What Theyre Telling Us
  • 35 percent feel the justice system
    works and people get the
    justice they deserve
  • 62 percent disagree
  • Opinion Research Corporation, 1997

20
More of What Theyre Telling Us
  • 80 percent- Cases are not resolved in a timely
    manner
  • Over 50 percent- Judges do not give adequate time
    and attention to each individual case
  • Over 50 percent- Courts do not make sure their
    orders are enforced
  • 40 percent- Court rulings are not understood by
    the people involved in case
  • 40 percent- Courts are not in touch with their
    communities

21
Leadership Beyond the Boundaries
  • Work on Relationships
  • Begin With Inquiry
  • Listen
  • Understand Interdependencies
  • Anticipate Needs
  • Manage Expectations
  • Keep Up the Dialogue

22
  • Creating a High Performance Work Environment

23
Exercising Influence
  • Beyond Organization Structure and Formal
    Authority
  • Power in Your Position, or,
  • Power in Your Person, or,
  • Both?

24
Assumptions of the Worlds Best Leaders
  • Each persons talents are enduring and unique
  • Each persons greatest room for growth is in
    areas of his or her greatest strength

25
Great Leaders
  • Look for talent in every role
  • Focus peoples performance on outcomes rather
    than force them into a stylistic mold
  • Treat each employee differently
  • Spend most of their time with their best people
  • The Gallup Organization

26
  • Doing Skillful and Continual Diagnosis

27
The Leader as Diagnostician
28
21st Century Leadership Development
  • Stop concentrating on the leader
  • See leadership as an episodic affair of a group
    (not a desired way of life of a single
    individual)
  • Educate people to use influence, not authority
  • Develop people to work in a non-coercive
    relationship
  • Develop peoples collaborative skills
  • Build trust among diverse people (leadership
    relationships are based on mutual trust)
  • Joseph Rost
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