LEADERSHIP AND MANAGEMENT

STRATEGIES TO ACHIEVE HIGH PERFORMANCE

PROGRAMSESSION 1- WHAT IS THE DIFFERENCE BETWEEN

HIGH PERFORMING AND LOW PERFORMING LEADERS AND TEAMS MANAGERS?

SESION 2- LEADERSHIP SELF IMAGE AND CHANGE.

SESSION 3- SELF MANAGEMENT ,STRESS & PUBLIC PERCEPTION.

MANAGEMENT

• “AN 0PP0RTUNITY FOR THE PSYCHOLOGICALLY UNBALANCED TO INFLICT THERE PERSONAL PROBLEMS ON UNWITTING STAFF’’

THE AGE

The Three Core Processes

1 Strategy Process

2. People Process

3. Operation Process

The hardware of the computer is useless without the right

software

HARDWARE

• Organisational structure.

• Strategy

• Financial reports.

SOFTWARE

• Values .

• Beliefs.• Norms of

behaviour.

TOYOTA WAY

• TOYOTA BELIEVES THERE ONLY SOURCE OF COMPETITIVE DIFFERENTIATION IS THERE EXCEPTIONAL PEOPLE.

HIGH PERFORMING TEAMS WHAT SETS APART

HIGH PERFORMING TEAMS

FROM

LOW PERFORMING TEAMS?

Leaders and Managers• What are the talents AND

COMPETENCIES of high performance Leaders ?

• What are the talents AND COMPETENCIES of high performance Managers?

• Are they different ?

• Can you do both?

Performance and High Performance

Managers are satisfied when things go

smoothly and Leaders are dissatisfied when things don’t change for the better.

.

He is practicing to maintain his game rather than practicing to improve it.”

FOUR INTELLIGENCES

• INTELECTUAL INTELLIGENCE- IQ MIND

• EMOTIONAL INTELLIGENCE-EQ HEART

• PHYSICAL INTELLIGENCE- PQ BODY

• SPIRITUAL INTELLIGENCE-SQ SPIRIT

Engagement

Energy is the common denominator in our lives. Full engagement requires drawing on four related sources of energy

-Physical-Mental

-Emotional-Spiritual

1 YOUR STATE AND ENERGY

what state are you in ?

Leaders• High performance Leaders rally people

to a better future.

• Whenever a person strives to see a better future –you see leadership.

• Pre-occupation with the future, a belief that things can get better. Despite their realistic assessment of current challenges

LEADERSHIP- THE FUTURE STRATEGY

• SUCCESS IN THE WORLD OF THE FUTURE REQUIRES AN ABILITY TO REDISIGN WHAT WE DO IN THE PRESENT

Managers• Make others more productive, helping

others grow.

• They possess a coaching instinct.• Managers are deeply preoccupied with

making their people successful.

• Never make people feel they are a means to an end. To manage effectively you must care about the well being and success of each of your team.

THE BASICS OF GOOD MANAGEMENT

1.EMPLOY THE RIGHT PERSON

2.DEFINE CLEAR EXPECTATIONS

3.PRAISE AND RECOGNITION

4.SHOW YOU CARE

Employ the Right Person

• Best predictor of Future Behaviour is Past Behaviour

Praise and Recognition

• Good managers know the power of praise • They know that it isn’t merely the reaction to a

great performance, it is the cause of it• Excellence is rarely a function of a one off

achievement, rather a result of repeated practice and incremental improvement

Define Clear Expectations

• Confusion retards everything

• Research Shows only 50% of employees claim that they know what is expected of them

• Managers bring clarity

Leadership Competencies Self- Awareness1 Accurate self-

assessmentSelf Management1 Adaptability 2 Emotional self

control4 Achievement5 Initiative 6 Optimism

Social – Awareness7 Empathy9 ServiceRelationship

Management10 Inspirational Leadership12 Developing Others13 Change catalyst 16Teamwork and

collaboration

LEADERSHIP

SELF IMAGE

AND

CHANGE

CHANGE- BIASES AND LIMITATIONS

• 90% OF ALL INFORMATION WE ARE SEEKING AIMS AT SUPPORTING VIEWS AND BELIEFS OR HYPOTHESIE THAT WE HAVE LONG CHERISHED

THE BRAIN IS A CONNECTION MACHINE WE ARE ALL

HARDWIRED• Thoughts, memories, skills,

experiences create a web of complex chemical pathways or neurotransmitters forming our mental maps.

BIASES AND LIMITATIONS

• WE TEND TO REMEMBER INFORMATION THAT SUPPORTS OUR BELIEFS FAR BETTER THAN INFORMATION THAT DISPROVES THEM.

Up Close No Two Brains Are Alike

• 100 Billion Neurons

• 100,000 Dendrites to each Neuron.

• 300 Trillion Constantly Changing Connections

OUR HARDWIRING DRIVES AUTOMATIC PERCEPTION

• We process any idea in a fraction of a second

and compare it to our pre existing hardwiring or maps.

• New data is compared to our existing maps.

• Any new idea ,face or new way of thinking.

New Art for Leaders –Changing the way people think

• People tend to fight hard to hold on to their view of the world.

• When external realities change, people’s internal realities often don’t change as quickly.

• Some peoples’ maps are out of date.• Help people let go of mental frames

that are holding them back.

Old Methods of Transforming Performances

That Don’t Work

• Telling

• Solving problems

• Doing all the thinking for them

LEADERSHIP

• LEADERSHIP IS A WAY OF GETTING RESULTS THAT INSPIRES TRUST

• HOW YOU GET RESULTS IS AS IMPORTANT AS THE RESULTS THEMSELFES.

HUMILITY IN LEADERSHIP• More concerned with what's right than being

right.• Acting on good ideas rather than having

them.• About embracing new truth than defending

outdated position• Building team than exalting self.• Recognising contribution rather than being

recognised

Self management ,Stress and Public Perception

Stimulus-Response Theory

• Freedom to choose

• Self- awareness

Energy Capacity

Energy capacity diminishes with

• over use

• under use

We must balance energy expenditure with intermittent energy renewal.

Energy CapacityEnergy capacity diminishes with

• over use

• under use

We must balance energy expenditure with intermittent energy renewal.

The Dynamics of Energy

High NegativeAngry

Fearful

Anxious

Defensive

Resentful

High PositiveInvigorated

Confident

Challenged

Joyful

Connected

Low NegativeDepressed

Exhausted

Burned Out

Hopeless

Defeated

Low PositiveRelaxed

Mellow

Peaceful

Tranquil

Serene

Energy Renewal

To maintain balance and a powerful pulse in our lives we must learn how to rhythmically spend and renew energy.

Great leaders are stewards of organisational energy. They begin by effectively managing their own energy. As leaders they must mobilise, focus ,invest, channel, renew and expend energy of others.