2010 leadman seminar (frontline leaders)

8/8/2019 2010 Leadman Seminar (Frontline Leaders)

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First Electro Dynamics CorporationFirst Electro Dynamics Corporation

PREPARING FORPREPARING FOR

SUCCESSSKILLS/COMPETENCIES/SUCCESSSKILLS/COMPETENCIES/CHARACTERISTICS OF ACHARACTERISTICS OF A LEADERLEADER

Engr. Rey Robles,Engr. Rey Robles, REE/MMREE/MM--EMEM

FEDCOR


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Company

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FEDCOR

SKILLS CATEGORIES

Technical Human Relations

Conceptual

Decision-makingskills

THE SKILLS a SUPERVISORTHE SKILLS a SUPERVISOR

NEEDSNEEDS


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FEDCOR

SKILLS CATEGORIES

Technical

Human Relations

Conceptual

Decision-makingskills

THE SKILLS a SUPERVISORTHE SKILLS a SUPERVISOR

NEEDSNEEDS


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FEDCOR

TECHNICAL SKILLS

Translate the skillsandabilitiesofstaffmembers

intosuccessfullymetorganizationalgoals

Specializedmechanicalorscientificknowledge

Simplyinvolve knowledge ofparticularprocedures

requiredinyourworkplace.

Example:

You give task instructions to one of your staff,

stating how you would like a job to be done

SKILLS CATEGORIESSKILLS CATEGORIES


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FEDCOR

HUMAN RELATIONS SKILLS

Abilitytocommunicate withothers

Understandthe people youworkwith Motivate them

Resolve thatinevitablyarise

Example:You Stop to chat with one of your staff members atthe water cooler and ask how the sore leg is comingalong



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FEDCOR

CONCEPTUAL SKILLS

Translate broadorganizationalgoalsinto

departmentaltargets Influence stafftoperformtheirdailytasksinwaysthatwillbestmeetorganizationalgoals

Example:

You explain to your staff how new procedure forprocessing shipping requests is going to help bothyour own departmental and the shippingdepartment meet organizational goals



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Company

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www.company.comFEDCOR

DECISION-MAKING SKILLS

Howyoucanbestmatchthe effortsofyourstaffwithoverallgoalsandstructure ofyour

organization

Example:You finalize the holiday sked for your staff



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BECOMING A SUPERVISOR-

CHARACTERISTICS

Positive attitude Ethical

Leadershipandteambuildingskills

Job-relatedskillsandknowledge

Goodcommunicationskills Delegationskills

Strongdesire tosucceedassupervisor

PREPARING FOR SUCCESSPREPARING FOR SUCCESS


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POSITIVE ATTITUDE

A positive attitude canfostergoodteammorale andhelpbuild rapportwithmembers

Theywilltake the cue fromyouintheirown

attitude

CHARACTERISTICS OFCHARACTERISTICS OF

SUCCESFUL SUPERVISORSSUCCESFUL SUPERVISORS


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ETHICAL

Actwithfairnessandintegrity Yourstaffneedtoknowtheycantrustyou

andthe standardsyouset

Especiallywhenyouhave tomake

unpopulardecisionsforthe goodoftheorganizations




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LEADERSHIP AND TEAM-BUILDING SKILLS

Buildstrongworking relationshipwiththemembersofthe team

Developtheir employeestomeettheirown

goalsaswellasgoalsofthe organization




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JOB-RELATED SKILLS and KNOWLEDGES

Buildstrongworking relationshipwiththemembersofthe team

Developtheir employeestomeettheirown

goalsaswellasgoalsofthe organization




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GOOD COMMUNICATION SKILLS

Letyourteammembersknowwhatyouexpectofthem

Be readytolistentotheirconcernsand

ideas

Responsible forkeepingyouteamaswellashigherlevelmanagementinformedabout

yourteamsperformance




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DELEGATION SKILLS

Youll relyonyourstaffstechnicalskillsmore thanyourowntogetworkcompleted

Knowingwhenandwhattodelegate, andto

whomare criticalfactors

Be sure give creditfora jobwelldone




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STRONG DESIRE TO SUCCEED AS A

SUPERVISOR

Being realisticandinformedaboutthe roleofthe supervisor

Aboutyourownskillsandmotivation

Willhelpyoudecide whetheryouhave the

strongdesire tomeetitschallenges




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F Forward Looking

The abilityto

anticipate the

implicationsandconsequencesof

situationandtake

appropriate action

tobe preparedforpossible

contingencies

BEHAVIORAL

MANIFESTATION

a. Know your customersand their needs

b. Measure and record

your customer

satisfaction level

c. Anticipates and

addresses customers

needs and requirements

d. Ready solutions to the

problem

FEDCOR LEADERSHIP BRANDFEDCOR LEADERSHIP BRAND


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E Passionfor Excellence

Quality

consciousness

Analyticalthing

BEHAVIORALMANIFESTATION

a. Participates in formal

training and developmentprogram for yourself

b. Implement practices andprocesses that driveaccountability

c. Translates strategies into

specific goals, tactics, actionplans and deliverables

d. Keep people focused

e. Moves quickly to eliminateroadblocks



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E Entrepreneurship

The ability to look

for and seize

profitable businessopportunities;

willingness to take

calculated risks to

achieve businessgoals

BEHAVIORAL

MANIFESTATION

a. Looking foropportunities for

growth/improvement



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D Delegate and Develop

The abilityto

delegate

responsibilityandtoworkwithothers

andcoachthemto

developtheir

abilities


a. Communicate the

organization and dept.objectives

b. Have a regularschedule of staffmeetings

c. Address performanceproblems immediately

d. Formulate new hiresstart-up plans

d. Knows how to motivate



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D Data Driven

The abilityspeaks

withdata

BEHAVIORAL

MANIFESTATION

a. Avoid speculativeactions

b. Establish clear

objectives with your

department



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C Change Agent

The abilitytodemonstrate supportforinnovationandfororganizationalchangesneededtoimprove theorganization'seffectiveness;initiating,sponsoringandimplementing

organizationalchange;helpingotherstosuccessfullymanageorganizationalchange

BEHAVIORAL MANIFESTATION

a. Flexible

b. Good agent

c. Not a hindrance to the change

d. Implements or support variouschange management activities (e.g.communication, education, teamdevelopment, coaching)

e. Helps individual and groupsmanage the anxiety associated withsignificant change

EMPLOYEE BEHAVIORS

a. Personally develops a new

method or approachb. Proposes new approaches,methods or technologies

c. Develops better, faster or lessexpensive ways to do things



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O Results Oriented

The abilitytofocus

onthe desired

resultsofonesownunitswork, setting

challenginggoals,

focusing efforton

goalsandmeeting

or exceedingthem


a. Develops challenging butachievable goals

b. Periodically reviewobjectives and performancemeasures

c. Exert unusual effort overtime to achieve a goal

d. Has a strong sense ofurgent about solvingproblems and getting workdone.

e. Follow up problems andor commitments.



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R Relationship Builder

The abilitytodevelop,maintainandstrengthenpartnershipswithothers

inside oroutside theorganizationwhocanprovide information,assistance andsupport

BEHAVIORAL

MANIFESTATION

a. Regularly spend time with

individuals in your group.

b. Actively work to improve

linkages with peers,

customers and suppliers

c. Know how people

reporting to you feel about

their job.

d. Provide regular time and

attention to your best

performers



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Thanks

FEDCOR

2010 leadman seminar (frontline leaders)

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