leadership and management strategies to achieve high performance
TRANSCRIPT
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 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.
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
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
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
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
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.