EMERGING LEADERSHIP

Inspired leaders move a business beyond problems into opportunities

Gold of The Desert Kings

Gold of The Desert Kings

LESSONS FROM THE DESERT

LESSONS FROM THE DESERT

MAXIMIZE SET GOALS USING THE MAXIMUM AS A BENCHMARK ACHIEVE A CONSENSUS ON GOALS DO NOT START MOVING BEFORE THE GOAL IS CLEAR

LESSONS FROM THE DESERT

MAKE BEST USE OF ALL AVAILABLE SOURCES OF INFORMATION USE TIME AS A RESOURCE AND NOT A CONSTRAINT GIVE YOURSELF THE TIME TO GATHER INFORMATION, PLAN, ALLOCATE RESOURCES, MAKE GOOD DECISIONS, CLARIFY ROLES

LESSONS FROM THE DESERT

CLEAR GOALS, GOOD INFORMATION AND A GREAT TEAM HELP MANAGE CHANGE DECISIONS MADE AT THE BEGINNING HAVE A GREATER IMPACT ON RESULTS

The One Minute Manager

ONE MINUTE GOAL SETTING

SET GOALS
GOALS SHOULD BE SMART
SPECIFIC MEASURABLE AGREED UPON REALISTIC TIME-BOUND AND TRACK-ABLE

GOAL SETTING PROCESS

AGREE ON AREAS ACCOUNTABILITY AGREE ON STANDARDS PERFORMANCE OF

OF

PROCESS
3-5 GOALS SINGLE SHEET OF PAPER 250 WORDS OR LESS READ AND REREAD GOALS MATCH PERFORMANCE WITH GOALS

HIGH VISIBILITY
DISPLAY YOUR GOALS IN A NUMBER OF PLACES WHERE THEY WILL

ALWAYS BE
VISIBLE TO YOU

ONE MINUTE PRAISING

THE MANTRA
HELP PEOPLE REACH THEIR FULL POTENTIAL... CATCH THEM DOING SOMETHING RIGHT.

ONE MINUTE PRAISING

IMMEDIATE BE SPECIFIC SHARE YOUR FEELINGS SHARE THE IMPACT ENCOURAGE THE BEHAVIOUR PAUSE

THE ONE MINUTE PRAISING WORKS WELL WHEN YOU :

Tell people right from the start that you are going to let them know how they are doing. Praise people immediately. Tell people what they did right be specific. Tell people how good you feel about what they did right and how it helps the organization and the other people who work there. Stop for a moment of silence to let them feel how good you feel. Encourage them to do more of the same. Shake hands or touch people in a way that makes it clear that you support their success in the organization.

ONE MINUTE PRAISING

REMEMBER :
DONT : YES BUT CRITICISE ASSIGN MORE WORK SAVE IT UP OR POSTPONE BE INSINCERE EXAGGERATE

ONE MINUTE REPRIMANDS

ONE MINUTE REPRIMAND

IMMEDIATE BE SPECIFIC YOUR HOME WORK SHARE YOUR FEELINGS SHARE THE IMPACT PAUSE REAFFIRM

THE ONE MINUTE REPRIMAND WORKS WELL WHEN YOU

Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms The first half of the reprimand : Reprimand people immediately.
Tell people that they did wrong be specific. Tell people how you feel about what they did wrong and in no uncertain terms. Stop for a few seconds of uncomfortable silence to let them feel how you feel.

THE ONE MINUTE REPRIMAND WORKS WELL WHEN YOU

The second half of the reprimand :
Shake hands, or touch them in a way that lets them know you are honestly on their side. Remind them how much you value them. Reaffirm that you think well of them by not of their performance in this situation. Realize that when the reprimand is over, its over.

ONE MINUTE REPRIMAND

REMEMBER :
DONT : - ATTACK PERSONALITY - STORE UP YOUR REPRIMANDS - THREATEN - REPRIMAND IN PUBLIC - REPRIMAND A LEARNER

SITUATIONAL LEADERSHIP

S U P P O R T

HIGH

THE FOUR LEADERSHIP STYLES

High supportive & Low Directive Behavior High Directive & High Supportive Behavior

S3 S2 S4 S1
Low supportive & High Directive & Low Directive Low Supportive Behavior Behavior LOW

DIRECTION

HIGH

DIRECTIVE BEHAVIOURS
GUIDE / INSTRUCT / STRUCTURE CONTROL SUPERVISE

SUPPORTIVE BEHAVIOUR

LISTEN PRAISE FACILITATE

THE 4 LEADERSHIP STYLES

S1 - DIRECTING
S2 - COACHING

High direction low support

High Direction Low support

S3 - SUPPORTING Low Direction High Support S4- DELEGATING Low Direction Low Support

S1 - DIRECTING
The leader identifies problems, set goals and defines roles and develops an action plan to solve problems or achieve goals. Thus the leader controls decision making about problem solving and task completion. The leader provides specific direction and engages largely in one way communication. Problem solving and decision making are initiated solely by the leader. Solutions and decisions are announced by the leader. The leader closely supervise and evaluates the work of the follower. The leader is responsible. The follower is responsive.

S2 - COACHING
The leader identifies problems and sets goals. The leader develops action plans to solve the problems. THEN CONSULTS THE FOLLOWER. The leader explains the decisions to the follower and solicits ideas : To way communication is increased. The leader makes the final decisions about the procedures and solutions after hearing the followers input. The leader continues to direct the followers work.

S3 - SUPPORTING
The leader involves the follower in problem identification and goal setting. The follower takes the lead in defining how the task is to be done or the problem solved. The leader provides the assurance and support and the resources and ideas that are requested. Leader and follower share problem solving and decision making and the leader actively listens and facilitates this process.

S4 - DELEGATING
Leader jointly defines the problem with the follower. Goals are set collaboratively. The follower develops action plans and controls decisions making about problem solving. The leader accepts the followers decisions and only periodically monitors performance. The follower evaluates his/her own work and takes responsibility and credit.

THE 3 SKILLS OF A SITUATIONAL LEADER

FLEXIBILITY

THE ABILITY TO USE A VARIETY OF LEADERSHIP STYLES

DIAGNOSIS
THE ABILITY TO DETERMINE WHEN TO USE WHICH LEADERSHIP STYLE

Situational variables
Followers Development Level on each task Superiors Style, Methods, Expectations Colleagues / Peers / Associates Job demands Organizational culture, structure, norms Time available

Development Level consists of : Competence Commitment

COMPETENCE
THE ABILITY TO DO A

TASK WELL
TASK KNOWLEDGE TASK EXPERIENCE TRANSFERABLE SKILLS

COMMITMENT
MOTIVATION
FOLLOWER WANTING TO DO THE TASK

CONFIDENCE
FOLLOWER FEELING ABLE TO DO THE TASK

DEVELOPMENT LEVELS
D1
Low Competence High Commitment D2

Some Competence Low Commitment

DEVELOPMENT LEVEL
D3 Moderate to High Competence Variable commitment D4 High Competence High Commitment

2. DETERMINE DEVELOPMENT LEVEL

IS YOUR FOLLOWER A

D1 D2 D3 D4

3. DETERMINE LEADERSHIP STYLE

DETERMINE WHAT STYLE TO USE D1 D2 D3 D4 S1 S2 S3 S4

Development level is not global. It varies from task to task. This leads to : Different strokes for the same folks. Match Leadership style to the situation and the development level.

CONTRACTING FOR LEADERSHIP STYLE

GAINING AGREEMENT WITH THE FOLLOWER ON THE STYLE TO BE USED
Contracting is getting your peoples involvement on
-Determining goals -Determining development level -Agreeing on leadership style

THERE IS NO BEST LEADERSHIP STYLE

4. ACT ON IT!

JUST DO IT!

Leadership is like any fine art

the concepts are learned in

a moment, but their application is a lifelong

challenge.

AN EFFECTIVE LEADER IS
16000
14000 12000
Integrity Communicator People Visionary Caring Decision Making Other Dedicated Model Motivator Expertness Courageous

10000
8000 6000

4000
2000 0

Our Vision, Mission & Values

Our Brand platform Reach

Vision A world where peoples reach is not limited by matter or distance

where we can communicate with anyone, anywhere, anytime. Where we are free to go where we want and be who we want to be. Share this dream with us.

Our Brand platform Reach

Mission We extend peoples reach
We extend peoples reach. We give them the freedom and the opportunity to discover and learn, to communicate and interact. We help them to be everything they can. We do this by providing services and technologies that enable people and businesses around the world to reach each other, their aspirations, ambitions and the best the world has to offer.

Reach- outwards concept

X
reach

Our Values

Our values - Central

Optimism
Having a positive outlook for the future Forward looking, always expecting the best possible outcome Being cheerful and upbeat

 Having genuine concern for the well being and success of customers and colleagues. Acting in accordance with this Being open, honest and empathetic Being interested and engaging with customers and colleagues

Our values Central

Our values - Central

Optimism
Having a positive outlook for the future Forward looking, always expecting the best possible outcome Being cheerful and upbeat

Caring

Having genuine concern for the well being and success of customers and colleagues. Acting in accordance with this Being open, honest and empathetic Being interested and engaging with customers and colleagues

Our values - Expressive

Energy
Having a sense of dynamism and vitality Being actively involved, looking to the future Being proactive - not passive, static or slow

Our values - Expressive

Openness

Welcoming and engaging, sociable and friendly Being clear and direct Acting with honesty and fairness Being receptive to new ideas

Our values - Expressive

Enabling
Making things possible, opening up new opportunities Actively helping people to reach their goals Warm; comforting; willing to help; having a pleasant disposition

Our values - Expressive

Energy
Having a sense of dynamism and vitality Being actively involved, looking to the future Being proactive - not passive, static or slow Welcoming and engaging, sociable and friendly Being clear and direct Acting with honesty and fairness Being receptive to new ideas Making things possible, opening up new opportunities Actively helping people to reach their goals Warm; comforting; willing to help; having a pleasant disposition

Openness

Enabling

Our values - Functional

Simple

Not complicated; straightforward and clear Unassuming, unpretentious

Our values - Functional

Worthy of reliance or trust Able to be counted on to deliver

Our values - Functional

Simple
Not complicated; straightforward and clear Unassuming, unpretentious

Reliable

Worthy of reliance or trust Able to be counted on to deliver

Thank you