leadership that mysterious talent (3)
DESCRIPTION
Leadership was always a mysterious talent to me, until I did a research to know what makes a leader and are leaders born or made. This presentation is the result of my research. You can also see a video that goes with this presentation on YuouTube under the URL http://www.youtube.com/watch?v=UDp87fxfXoMTRANSCRIPT
LeadershipLeadership That Mysterious Talent
Muawiya A. Abu Jubain2006©
References• The Extraordinary Leader: Turning Good Managers
into Great Leaders by John H. Zenger, Joseph Folkman.• Lead to Succeed: Creating Entrepreneurial
Organizations by Colin Turner.• The New Leaders: Transforming the Art of Leadership
into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman.
• Straight From the Gut & Winning by Jack Welch.• Good to Great: Why Some Companies Make the
Leap... and Others Don't by Jim Collins.• You’r the Greatest by Francis X. Maguire.• The 8th Habit From Effectiveness to Greatness by
Stephen Covey.• The Power of Choice Theory by Dr. Basheer Al-Rashidi.• Several Leadership Articles from HBR.• Several Articles from PM Magazine.• My Own Experience.
A Word to the Audience
Purpose
Far more leaders are made than born. You can shape your behavior, and,
therefore, your effectiveness.(PM Network Magazine)
Purpose
Turn ordinary team members to Extraordinary Leaders
Agricultural AgeIndustrial AgeInformation Age
Ages of Civilization
Hunting Age
A Basic Need for theInformation Age
Leadership & Culture
LeadershipLeadership
Career Developmentthe four stages model
Stage IDepending on Others
Stage IIContributing Independently
Stage IIIContributing through others
Stage IVLeading through vision
Stage IDepending on Others
Accept directions
Stage IDepending on Others
Stage IDepending on Others
Stage IDepending on Others
Stage IDepending on Others
Stage IDepending on Others
Focus on detailed & routine tasks
Stage IDepending on Others
Stage IDepending on Others
Stage IDepending on Others
Learn The Technology
Stage IDepending on Others
Stage IDepending on Others
Stage IDepending on Others
Learn The Organization
Stage IDepending on Others
Stage IDepending on Others
Stage IDepending on Others
Time Is Limited
Stage IIContributing Independently
Stage IIContributing Independently
Stage IIContributing Independently
Assume Responsibility for a Definable Project
Stage IIContributing Independently
Stage IIContributing Independently
Stage IIContributing Independently
Self dependant
Stage IIContributing Independently
Stage IIContributing Independently
Stage IIContributing Independently
Technical expertise and strong reputation
Stage IIContributing Independently
Stage IIContributing Independently
Stage IIContributing Independently
Strong Relationships
Stage IIContributing Independently
Stage IIContributing Independently
Stage IIContributing Independently
Better Self-confidence
Stage IIContributing Independently
Stage IIContributing Independently
Stage IIContributing Independently
Potential leaders cannot skip stage
Stage IIIContributing Through Others
Stage IIIContributing through
others
Stage IIIContributing through
others
Signs of developing others
Stage IIIContributing Through Others
Stage IIIContributing through
others
Stage IIIContributing through
others
Work withwith and throughthrough others
Stage IIIContributing Through Others
Stage IIIContributing through
others
Stage IIIContributing through
others
Organizational impact by mentoring others
Stage IIIContributing Through Others
Stage IIIContributing through
others
Stage IIIContributing through
others
Represent the organization
Stage IIIContributing Through Others
Stage IIIContributing through
others
Stage IIIContributing through
others
Take on more responsibility
Stage IIIContributing Through Others
Stage IIIContributing through
others
Stage IIIContributing through
others
Title is irrelevant to them
Stage IVLead Through Vision
Stage IVLeading through vision
Stage IVLeading through vision
Create the Vision of the organization
Stage IVLead Through Vision
Stage IVLeading through vision
Stage IVLeading through vision
Define the strategic direction of the
organization
Stage IVLead Through Vision
Stage IVLeading through vision
Stage IVLeading through vision
Exercise strong influence over the critical issues
Stage IVLead Through Vision
Stage IVLeading through vision
Stage IVLeading through vision
Represent the organization
Stage IVLead Through Vision
Stage IVLeading through vision
Stage IVLeading through vision
The antenna to the outside world
Stage IVLead Through Vision
Stage IVLeading through vision
Stage IVLeading through vision
Shape the culture
Stage IVLead Through Vision
Stage IVLeading through vision
Stage IVLeading through vision
Translate the strategic directions into personal
objectives for people
Int
erpe
rson
al S
kills
Inte
rper
sona
l Ski
lls L
ead
Org
. Cha
nge
Lea
d O
rg. C
hang
e
Foc
us O
n R
esul
ts
Foc
us O
n R
esul
tsP
erso
nal C
apab
ility
Per
sona
l Cap
abili
ty
Ch
arac
ter
Ch
arac
ter
The Leadership Tent
Character
Integrity
Character
Credibility
Character
Telling the truth
Character
Humane
Character
Following Principles
Character
Organizational interestsSupersede Own
Character
Always learning
Character
Communicates
With-In & With-OutWith-In & With-Out
Character
Looks for feedback
Character
Persistent
Character
Emotionally resilient
Character
Forgives, does not ask for permission
OPPORTUNITYISNOWHERE
OPPORTUNITY IS NOW HERE
Positive
OPPORTUNITY IS NO WHERE
Character
Character
Does not see others as competitors
Character
Not arrogant
Ego means No-GoEgo means No-Go
Character
Trusts others
Personal Capability
Technical Knowledge
Personal Capability
Product Knowledge
Personal Capability
Problem solving skills
Personal Capability
Professional Skills
• Crises• Pressing Problems• Deadline Driven Projects• Meetings
I • Preparation• Prevention• Values Clarification• Planning• Relationship Building• True re-creation• Empowerment
II
• Interruptions, some phone calls
• Some mail, some reports• Some meetings• Many Proximate,
pressing matters• Many popular activities
III• Trivia, busywork• Some phone calls• Time wasters• ESCAPE activities• Irrelevant mail• Excessive TV
IV
Imp
ort
ant
Urgent Not UrgentN
ot
Imp
ort
ant
First Things FirstFirst Things First
Personal Capability
Innovative
Personal Capability
Initiative
Personal Capability
Effective use of Information Technology
Focus on Results (1)
• Establish stretch goals for their people.• Be responsible for all outcomes.• Mentor their people.• Sponsor an initiative.• Translate organization goals into
actions.
Focus on Results (2)
• Operate with speed and intensity.• Champion the cause of the customer.• Balance long term and short term
objectives.• Brings Ideas into Action.
Focus on Results (3)
• Pushes to take the next step forward.• Works with Enthusiasm, Energy and
Passion.• Looks for new ways to improve work.
Interpersonal Skills (1)People Skills
• Decisive.• Communicating Powerfully and
Prolifically.• Inspiring Others to High Performance.• Building positive relationships with
others.• Developing the skills and talents of
subordinates.
Interpersonal Skills (2)People Skills
• Being open and receptive to new ideas.• Responding positively to feedback.• Effectively resolving conflicts.• Influencing people upward in the
organization.• Empowering others.
Interpersonal Skills (3)People Skills
• Building the self-esteem of others.• Teaching others in a helpful manner.• Being an effective team member.• Rewarding the contributions of others.• High level of Ownership.• Working in a collaborative manner with
others.
A Knowledge Sharing HintA Knowledge Sharing HintKnowledge-AbilityKnowledge-Ability
Knowledge
Knowledge
PersonalExperiences
Knowledge-Ability
Knowledge-Ability
A Knowledge Sharing HintA Knowledge Sharing HintKnowledge-AbilityKnowledge-Ability
You have to let goIf you want to grow …
Let Go & Grow
ResponsibilityReplication
S
LIM
eniority
oyalty
ntegrity
aturity
RepRes
MILKS & Rep-ResMILKS & Rep-Res
Knowledge
S
LIM
RepRes
MILKS & Rep-ResMILKS & Rep-Res
K
--
+
+Management
Follow Up&
Attention
Interpersonal Skills (4)People Skills
Listening Skills (1)Listening Skills (1)
• Listen without judgment
• Listen with the willingness to be swayed
• Listen without thinking about what you will say next
• Do not be invested in being right
• If your mind wanders, ask for repetition
• Repeat back what you heard
Listening Skills (2)Listening Skills (2)
• Listen to yourself
• Be honest, but considerate
• Get comfortable with gray
• Do not be invested in being right
• Have integrity and build trust
• Good listening skills take practice
Leading OrganizationalChange (1)
• Champion for a change in the organization.
• Leads projects or programs, presenting them so that others support them.
• Is and effective marketer for such projects or programs.
• Has a strategic perspective.
Leading OrganizationalChange (2)
• Knows his/her work relates to the organization’s strategy (line-of-sight connection).
• Translates the organization’s vision into challenging objectives for others.
• Balance the long term and the short term needs of the organization.
Developing one’s ownLeadership Skills
Decide to become agreat leader
• When I grow up I want to be a doctor.• When I Grow up I want to be in I.T.• I want to grow up to be a leader.• I want to be a great leader.
Develop and displayHigh Personal Character (1)
Learn to say “NO”
Develop and displayHigh Personal Character (2)
You are
fired
When needed … Terminate a Friend.
Develop and displayHigh Personal Character (3)
Have the will to take charge and make certain that the group performs well.
Develop and displayHigh Personal Character (4)
Maintain an attitude of humilityThis will make you approachable.
Culture ofDiscipline
TechnologyAccelerators
Confront the Brutal Facts
HedgehogConcept
First Who...Then What
Level 5Leadership
Organizations thatTransformed from
Good to Great
Disciplined People Disciplined Thought Disciplined Action
Buildup …..Bre
akthro
ugh !
Culture ofDiscipline
TechnologyAccelerators
Confront the Brutal Facts
HedgehogConcept
First Who...Then What
Level 5Leadership
Organizations thatTransformed from
Good to Great
Disciplined People Disciplined Thought Disciplined Action
Buildup …..Bre
akthro
ugh !
Organizations thatTransformed from
Good to Great
First Who...Then What
Level 5Leadership
Disciplined People
Organizations thatTransformed from
Good to Great
Level 5Leadership
11
22
33
44
55
Catalyzes commitment to and vigorous pursuit of a clear and
compelling vision, stimulating higher performance standards.
Contributes individual capabilities to the achievement of group
objectives and works effectively with others in a group setting
Level 5 Leaders
11
22
33
44
55
Organizes people and resources toward the effective and efficient
pursuit of predetermined objectives
Makes productive contribution through talent, knowledge, skills, and good
work habits.
Builds enduring greatness through a paradoxical blend of personal
humility and professional will
Level 5 Leaders
11
22
33
44
55
Develop and displayHigh Personal Character (5)
Have a mirror or an internal mentor.
Develop and displayHigh Personal Character (6)
• Be cautious of the commitments you make and always deliver. Do not Over promise.
• Improve your character if needed.
CharacterCharacter AttitudeAttitudeBehaviorBehavior
Develop New Skills
• Enroll in developmental experiences.• Learn to present in front of large group.• Learn to write concise report about an
important subject.Every new skill learned and used lifts that specific skill and
numerous others along with it.
Identify Your Strengths
• List your major contributions over the past two to three years.
• Helps you to reveal where you are likely to make significant contributions in the future.
Where will your motivation be highest?
Where are you likely to feel some constant reward?
Where are you apt to make the greatest amount of progress?
What is the best path by which to develop credibility?
Identify Your Weaknessesand Make them Irrelevant
• No one can do everything.• Use Delegation and Empowerment.• Structure your role to play to your
strengths.• Have others fill in the gaps.
SpellingSpelling
I cdnuolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonmneal pweor of the hmuan mnid aoccdrnig to a rscheearch taem at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a word are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Such a cdonition is arppoiately cllaed Typoglycemia :)- Amzanig huh?And yuo awlyas thought slpeling was ipmorantt !!!!
Fix the Fatal Flaws
• Inability to learn from mistakes.
• Lack of Interpersonal Skills and Competencies.
• Lack of Openness to New or Different Ideas.
• Lack of Initiative.– What is missing that would make a big difference?
– What needs to be done that only I can do?
– What could I do that would make a significant difference to the performance of this work team?
– What are others expecting me to do?
Fix the Fatal Flaws
• Lack of Accountability– Behavior with Subordinates
– Behavior with Upper Management
– Behavior with Other Groups
– Personal Attitude and Values
Behavior with SubordinatesBehavior with Subordinates
• Take complete charge of the group. Define goals and never relieve anyone from his/her responsibility.
• Pass Praise and Credit along to subordinates. Never take personal Credit for things that were produced by others.
• Terminate poor Performers when necessary.
Behavior towards UpperBehavior towards UpperManagementManagement
• Accept criticism for mistakes.
• Protect the group from excessive criticism.
• Insure that the group meets the expectations of the upper management.
Behavior with Other GroupsBehavior with Other Groups
• Do not let anything fall in the cracks between your group and other groups.
If it is not someone else’s clear responsibility, then we will do
it.
Personal Attitudes andPersonal Attitudes andValuesValues
• Put the organizational goals ahead of personal ambitions.
• Put the welfare of the whole organization ahead of your own department or unit.
• Do things for which there may be no immediate reward.
• Use the organization’s resources as if they were your own.
• Put emphasis on acting responsible. Do not ask for Power or Authority.
Increase the Scope ofyour Assignment
• Increasing the Scope of assignment will increase responsibility.
• Increasing the Scope may be granted to you or self-granted.– Applying for a transfer.
– The implementation of a new procedure.
– Initiation of a new project.
– ….
• Provides with better knowledge about the organization
• Allows you to achieve greater visibility.
Connect with Role Models
• Great deal can be learned from merely watching and listening.
• Look for the right thing to do and learn from the mistakes of others.
Seek Feedback
• There is a huge gap between how leaders see themselves and how subordinates perceive them. Feedback closes this gap.
• Feedback makes you change how you act rather change the way you see yourself.
• Feedback creates a more wholesome working relationship.
• Assume that the giver has a pure and positive intent.
• It is the golden path to continual improvement.
Watch the reality theOrganization is Facing
• Look at the organization in the eyes of:– A Competitor.
– A Supplier.
– A Customer.
• Be aware of the industry trends and where your organization fits into that.
Learn to think StrategicallyLearn to think StrategicallyLearn to think StrategicallyLearn to think Strategically
Learn to think StrategicallyLearn to think StrategicallyLearn to think StrategicallyLearn to think Strategically
EmotionalEmotionalIntelligenceIntelligence
EmotionalEmotionalIntelligenceIntelligence
EmotionalEmotionalIntelligenceIntelligence
EmotionalEmotionalIntelligenceIntelligence
Self AwarenessSelf AwarenessSelf AwarenessSelf AwarenessSocial SkillsSocial SkillsSocial SkillsSocial SkillsSelf RegulationSelf RegulationSelf RegulationSelf RegulationEmpathyEmpathyEmpathyEmpathyMotivationMotivationMotivationMotivation
Perfection or Excellence?
Excellence is willing to be wrongPerfection is being right.
Excellence is risk.Perfection is fear.
Excellence is powerful.Perfection is anger and frustration.
Excellence is spontaneous.Perfection is control.
Excellence is accepting.Perfection is judgment.
Excellence is giving.Perfection is taking.
Excellence is confidence.Perfection is doubt.
Excellence is flowing.Perfection is pressure.
A Communication Hint
• We Cannot NOT Communicate– We do it by our presence
– We do it by our absence
– We do it by our silence
– We do it by our words
– We do it by our choices, gestures and attitudes
– We may not always do it well, but we always do it
Stimulus and Response
ResponseResponseFreedomFreedomTo CHOOSETo CHOOSEStimulusStimulus
The Powerof Choice
ReactionReaction EmotionsEmotions
ActionActionBasicBasicRelationshipRelationship
Prepare for yourNext Job
• Wise leaders look into the future for roles they will be playing.
• They prepare themselves for the new role.– Will the future role require more technical
expertise?
– Will it require more strategic thinking skills?
– ….
The Best Way to Predict the Future …
The Best Way to Predict the Future …
Is to Invent it.Is to Invent it.
The 15 Rules of Leadership1. Decide to become a leader.
2. Develop and display high personal character.
3. Develop new skills.
4. Identify your strengths.
5. Identify your weaknesses and make them irrelevant.
6. Fix the fatal flaws.
7. Increase the scope of your assignment.
8. Connect with role models.
9. Seek feedback.
10. Watch the reality the organization is facing.
11. Learn to think strategically.
12. Have emotional intelligence.
13. Seek Excellence not Perfection.
14. Watch for your Communication.
15. Prepare for your next job.
What Leaders DoJack Welch
• Leaders relentlessly upgrade their team, using encounter as an opportunity to evaluate, coach, and build self-confidence.
• Leaders make sure people not only see the vision, they live and breath it.
• Leaders get into everyone’s skin, exuding positive energy and optimism.
• Leaders establish trust with candor, transparency, and credit.
• Leaders have the courage to make unpopular decisions and gut calls.
• Leaders inspire risk taking and learning by setting the example.
• Leaders celebrate.
Manager or Leader?
LeaderLeader
• Teamwork• Vision• Values• Clarity of Mission• Managing Change• Enriching Culture• Decisive• Humane• Initiative & Innovation
ManagerManager
• Financial Acumen• Project Management• Strategy• Organizing Skills• Process Improvement• Financial Control• Information Technology
Manager Leader
LeadershipThe Movie
THANK YOUTHANK YOU
References• The Extraordinary Leader: Turning Good Managers
into Great Leaders by John H. Zenger, Joseph Folkman.• Lead to Succeed: Creating Entrepreneurial
Organizations by Colin Turner.• The New Leaders: Transforming the Art of Leadership
into the Science of Results by Richard E. Boyatzis, Annie McKee Daniel Goleman.
• Straight From the Gut & Winning by Jack Welch.• Good to Great: Why Some Companies Make the
Leap... and Others Don't by Jim Collins.• You’r the Greatest by Francis X. Maguire.• The 8th Habit From Effectiveness to Greatness by
Stephen Covey.• The Power of Choice Theory by Dr. Basheer Al-Rashidi.• Several Leadership Articles from HBR.• Several Articles from PM Magazine.• My Own Experience.