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LEADERSHIP

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LEADERSHIP Power lasts ten ... Honesty Forecast/Foresight Inspiration Competence Leadership Good leaders should be visionaries Good leaders should also treat ... – PowerPoint PPT presentation

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Title: LEADERSHIP


1
LEADERSHIP
  • Power lasts ten years influence not more than a
    hundred
  • To be a good leader you must first learn to
    follow

2
Leadership
  • What or who is a leader?
  • - A leader is considered to be an individual who
    guides, conducts, directs, and influences.
  • - What is meant by a good leader? Good leaders
    are able to get more done with the resources
    given to them because they know that there comes
    a point where the increasing effort just isnt
    worth the expense required to achieve to the
    effort.

3
Leadership
  • In a poll conducted, most employees feel that
    they cannot do a better job than their current
    supervisor. In an independent survey, which
    included responses from 972 men and women of the
    age of 18 years and older, and who were employed
    in a professional environment, the response to
    the following questions are as follows

4
Leadership
  • Would you like to have your managers job?
  • - No 71
  • - Yes 26
  • - Do not know 3
  • When asked again, do you think you could do a
    better job than your boss?
  • - No 63
  • - Yes 30
  • - Do not know 6

5
Leadership
  • Most employees realize that the top positions are
    extremely demanding and also they understand the
    dedication that is required to hold these
    positions.
  • Leaders do nothing more important than get
    results. Results cannot be achieved by one
    individual. The best way to have other people
    get results is not by ordering them around but by
    motivating them.

6
Leadership
  • Motivation plays a critical role in achieving
    results. Some leaders misconstrue the concept
    and application of motivation. There are three
    critical factors and these, when put into action,
    would greatly enhance a leaders ability to lead
    and achieve results.

7
Leadership
  • Motivation is a physical action the word
    motivation has common roots with motor, momentum,
    motion, and mobile all these words denote
    movement and physical action. Motivation is not
    about what people think or feel, but what they
    physically do. When you motivate people to get
    results, challenge them to take actions that will
    realize results.

8
Leadership
  • Motivation is driven by emotion when you want
    to move people to take action, you engage their
    emotions. An act of motivation is an act of
    emotion. As a leader, you must make sure people
    have a strong emotional commitment to realize the
    results

9
Leadership
  • Motivation is not what we do to others it is
    what others do to themselves the English
    language does not accurately depict the
    psychological truth of motivation. The truth is
    that we cannot motivate anybody to do anything.
    The people we want to motivate can only motivate
    themselves. Leaders communicate and employees
    motivate.

10
Leadership
  • As a leader, motivation is like a high voltage
    cable lying at your feet. Use it the wrong way
    and you will get a serious shock. But apply
    motivation the right way by understanding and
    using the three factors plug the cable in as
    it were and it will serve you well in many
    powerful ways throughout your career.

11
Leadership
  • As a good leader, one must know your strengths
    and your weaknesses. Maximizing your strengths
    is the path to success and fulfillment.
  • First, you must determine your strengths. While
    it seems that most of us should be aware of our
    strengths, we often confuse our strengths as what
    we do well, with traits, our personalities,
    characteristics, work habits, or the conditions
    under which we perform.

12
Leadership
  • Many of us also take our strengths for granted,
    failing to recognize that, in doing what seems
    absolutely natural and logical to us, we are
    actually creating outcomes far superior to what
    others might have expected.
  • How do you determine your greatest strengths?
    One way is to examine your own past and present
    performance and try to discern a pattern of
    successful behaviour. What comes easily to you
    negotiating a tough contract, analyzing financial
    data, creating an advertising strategy, leading a
    team that might be more difficult for others

13
Leadership
  • Once you know your strengths, you need to figure
    out how best to use them. Organizations used to
    manage the careers of their people, but today you
    have the responsibility to know yourself and
    determine where and how you would perform best.
    Often the difference between success and failure
    is not learning additional skills but rather
    figuring out how, given your strengths, you can
    adjust yourself to the demands of your specific
    position. This is particularly important when
    the nature of your job changes

14
Leadership
  • We all have strengths and weaknesses and while
    there will be those, who encourage you to work on
    your deficiencies, the key to high performance is
    to look for what you do uncommonly well and focus
    there. Armed with this self-knowledge, you will
    better be able to determine how you can perform
    best.

15
Leadership
  • Your greatest successes will come from placing
    yourself where your strengths can be regularly
    expressed. And, as maximizing your strengths
    becomes a habit, you will be in a better position
    to help those around you maximize their
    abilities, leading to greater productivity and
    satisfaction for you, your team, and your
    organization.

16
Leadership
  • The number one cause of leadership failure is
    PRIDE
  • Pride will stop you from building a team because
    you depend too much on yourself, you dont trust,
    therefore you dont delegate or give additional
    opportunities to others
  • Pride renders you un-teachable
  • Pride tells you that you know it all so you dont
    commit to personal growth

17
Leadership
  • Pride closes your mind to feedback
  • Pride causes you to keep the wrong people around
    too long This is because you are afraid of
    being seen as making a mistake
  • Pride prevents you from admitting mistakes when
    things go well you tend to take all the praise



    and the credit
  • Pride causes you to pledge allegiance to the
    status quo

18
Leadership
  • The shape of a leader Leaders are willing to
    bet themselves on ideas and concepts and in so
    doing, enable others. There are four leader
    qualities that are most desirous and they are
  • Honesty
  • Forecast/Foresight
  • Inspiration
  • Competence

19
Leadership
  • Good leaders should be visionaries
  • Good leaders should also treat people with
    dignity and respect
  • Good leaders must have good situation sensing
    skills
  • Good leaders should have a vision of the future
  • Good leaders should have a set of strong,
    well-defined values

20
Leadership
  • Good leaders differentiate themselves
  • Good leaders should have an acceptable flaw
  • Good leaders should communicate their vision and
    values with energy and enthusiasm
  • Good leaders should be able to inspire and engage
    followers
  • Good leaders should know that performance starts
    with the thinking process
  • A good leader needs to create that blend and
    direct their team and resources

21
Leadership
  • The 10 Commandments of Leadership
  • Be a paragon of honesty Integrity is exhibited
    in actions, not pronouncement of intention
  • Know and communicate your purpose Purpose can
    empower people to reach greater goals than they
    ever thought possible
  • Reward acts of kindness Recognize compassion in
    the ranks and inspire it with incentives,
    including monetary

22
Leadership
  • Be humble Even the most accomplished and
    acclaimed leader is still human and makes
    mistakes
  • Communicate your message without ceasing Use a
    variety of methods, media, and metaphors to keep
    the message fresh and make it truly meaningful
  • Motivate by encouragement Set ambitious but
    realistic goals for others. Be forgiving of
    honest mistakes made in pursuit of performance
    excellence.

23
Leadership
  • Develop your team with care A carefully
    selected team with contemporary strengths
    outperforms a collection of supremely talented
    individuals competing to be the star
  • Act with courage People are inspired by leaders
    who know the obstacles but challenge them anyway
  • Work for justice The most credible companies
    are committed to justice not just in the
    workplace but in the communities where they are
    located

24
Leadership
  • Subordinate your ego to the greater success
    Seek out and develop successors who share your
    mission and business philosophy. Active planning
    will welcome tomorrows leaders
  • A leader must be a change agent. Change can be
    frightening for a lot of people, particularly as
    fast as change occurs today. The right kind of
    change can be very positive, making a positive
    difference for all concerned.

25
Leadership
  • Leaders also interpret outside changes for the
    organizations, analyzing, and evaluating what
    current and future changes might mean to each
    employee and function.
  • A leader should be a feedback wizard. People
    want to know how they are doing. If they feel
    they are in the dark and they are not getting
    good feedback, they will choose to go somewhere
    else to work. Be straight with people. Avoid
    playing games with the them. Direct, open,
    honest feedback, delivered on a continual basis,
    is genuinely appreciated.

26
Leadership
  • Be receptive to feedback from others
  • Good leaders are not born they evolve. Therefore
    with desire and willpower anyone can become a
    very effective leader
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