leadership models on flip charts a6 d5
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A Member of The Linde Group
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Manager To Leader Tool Box K it
“It is not the strongest that survives, nor the most intelligent.
It is the one that is the most adaptable to change.”
Charles Darwin
A Member of The Linde Group
It’s your choice, shift your mindset and take responsibility
“I / we /us”
So what do I / We need to do about it?
Personal PowerCreative
Personal Responsibility
BLAME
JUSTIFY
DENY
DEFEND
‘STAY Above The line’
“You / They”Emotional
VictimPast Problem
Past FocusedReactive
A Member of The Linde Group
Changing mindsets shifts behaviour and determines the outcome
GROUP OUTCOMES
MY BEHAVIOUR
LEVEL OF AWARENESS
Who I am
STATE OF MINDHow I feel
Decisions made Use of time Interactions with others
MINDSETMy values and beliefs
about what is important
PERSONAL CONTRIBUTIONS
HAVE
DO
BE
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BEHAVIOUR
THOUGHTS/FEELINGS
ATTITUDES/MINDSETS
VALUES/BELIEFS
NEEDS
Focusing on behaviour alone won’t affect change. Understand what you don’t see
A Member of The Linde Group
Effective feedback incorporates a description of SBIBI
SBI FEEDBACK MODEL
S
b
i
b
i
SITUATIONWhat was the situation or task where you noticed the behaviour?
BEHAVIOURWhat did you actually see or hear?What was said and done?
IMPACTWhat was the result or effect of this behaviour, on you or others?
Alternative BEHAVIOURWhat could the person have done differently?
Alternative IMPACTWhat enhanced result would that alternative behaviour have produced?
A Member of The Linde Group
Beware of climbing up the ladder of inf lu ence: question the noble truth
THENOBLE
“TRUTH”
ADOPTBELIEFS
DRAWCONCLUSIONS
MAKE ASSUMPTIONS
ADDMEANING
SELECT DATA
OBSERVABLEDATA
A Member of The Linde Group
Every time you deligate describe SPORT
S ITUATION
P URPOSE
o UTCOME
R ESOURCES
T IME
A Member of The Linde Group
Work through the four steps of GROW to coach for results
G
R
o
W
GOAL Agree to topic Agree on longer-term goal
REALITY Invite self assessment Provide specific feedback - SBI/BI model Check or avoid assumptions Move the person forward
OPTIONS Where relevant, review the goal Collaboratively explore the full range of options - both obvious and outrageous ones!
Offer suggestions sparingly
WILL/WRAP-UP Commit to action Determine the next steps Identify potential obstacles
A Member of The Linde Group
Define commander’s intent for your message to be compelling
COMMANDER’S INTENTIf we do nothing else, we must...
COMMANDER’S INTENTCOMMANDER’S INTENTIf we do nothing else, we must...
COMMANDER’S INTENTIf we do nothing else, we must...
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Six tips to make your messages stick
S imple
U nexpected
C oncrete
C redible
e motion
S tories
A Member of The Linde Group
Adapt your leadership style to match the task specif ic competence and commitment levels of your people
Situational Leadership Model
Supporting
Supp
orti
ve B
ehav
iour
Directive Behaviour
D1D4
D2D3
(High)
(High)(Low)
Delegating
Coaching
Directing
DevelopmentLevel
D4 D3 D2 D1
Competence High High Some Low
Commitment High Variable Low(er) High