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Leadership   That Mysterious Talent Muawiya A. Abu Jubain 2006 ©
 
 
 
References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A Word to the Audience
Purpose ,[object Object],[object Object]
Purpose ,[object Object]
Ages of Civilization Agricultural Age Industrial Age Information Age Hunting Age
A Basic Need for the Information Age
A Basic Need for the Information Age
Leadership & Culture Culture Leadership
Career Development the four stages model Stage I Depending on Others Stage II Contributing Independently Stage III Contributing through others Stage IV Leading through vision
Stage I Depending on Others ,[object Object],Stage I Depending on Others Stage I Depending on Others
Stage I Depending on Others ,[object Object],Stage I Depending on Others Stage I Depending on Others
Stage I Depending on Others ,[object Object],Stage I Depending on Others Stage I Depending on Others
Stage I Depending on Others ,[object Object],Stage I Depending on Others Stage I Depending on Others
Stage I Depending on Others ,[object Object],Stage I Depending on Others Stage I Depending on Others
Stage II Contributing Independently ,[object Object],Stage II Contributing Independently Stage II Contributing Independently
Stage II Contributing Independently ,[object Object],Stage II Contributing Independently Stage II Contributing Independently
Stage II Contributing Independently ,[object Object],Stage II Contributing Independently Stage II Contributing Independently
Stage II Contributing Independently ,[object Object],Stage II Contributing Independently Stage II Contributing Independently
Stage II Contributing Independently ,[object Object],Stage II Contributing Independently Stage II Contributing Independently
Stage II Contributing Independently ,[object Object],Stage II Contributing Independently Stage II Contributing Independently
Stage III Contributing Through Others ,[object Object],Stage III Contributing through  others Stage III Contributing through  others
Stage III Contributing Through Others ,[object Object],Stage III Contributing through  others Stage III Contributing through  others
Stage III Contributing Through Others ,[object Object],Stage III Contributing through  others Stage III Contributing through  others
Stage III Contributing Through Others ,[object Object],Stage III Contributing through  others Stage III Contributing through  others
Stage III Contributing Through Others ,[object Object],Stage III Contributing through  others Stage III Contributing through  others
Stage III Contributing Through Others ,[object Object],Stage III Contributing through  others Stage III Contributing through  others
Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Create the Vision of the organization
Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Define the strategic direction of the organization
Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Exercise strong influence over the critical issues
Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Represent the organization
Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision The antenna to the outside world
Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Shape the culture
Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Allocate resources among competing groups
Stage IV Lead Through Vision Stage IV Leading through vision Stage IV Leading through vision Translate the strategic directions into personal objectives for people
Career Development the four stages model Stage I Depending on Others Stage II Contributing Independently Stage III Contributing through others Stage IV Leading through vision Leadership Management
The Leadership Tent Interpersonal Skills Lead Org. Change Focus On Results Personal Capability Character
Character Integrity
Character Credibility
Character Telling the truth
Character Humane
Character Following Principles
Character Organizational interests Supersede Own
Character Always learning
Character Communicates With-In & With-Out
FILM
Another FILM
Character Looks for feedback
Character Persistent
Character Emotionally resilient
Character Forgives, does not ask for permission
Character OPPORTUNITYISNOWHERE OPPORTUNITY IS NOW HERE Positive OPPORTUNITY IS NO WHERE
Character OPPORTUNITYISNOWHERE OPPORTUNITY IS NOW HERE Positive OPPORTUNITY IS NO WHERE
Character Does not see others as competitors
Character Not arrogant Ego means No-Go
Character Trusts others
Personal Capability Technical Knowledge
Personal Capability Product Knowledge
Personal Capability Problem solving skills
Personal Capability Professional Skills Writing Reports Presentation Skills Organized Follow-up Act without being told
First Things First First Things First ,[object Object],[object Object],[object Object],[object Object],I ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],II ,[object Object],[object Object],[object Object],[object Object],[object Object],III ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],IV Important Urgent Not Urgent Not Important
Personal Capability Innovative
Personal Capability Initiative
Personal Capability Effective use of Information Technology
Focus on Results (1) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Focus on Results (2) ,[object Object],[object Object],[object Object],[object Object]
Focus on Results (3) ,[object Object],[object Object],[object Object]
Interpersonal Skills (1) People Skills ,[object Object],[object Object],[object Object],[object Object],[object Object]
Interpersonal Skills (2) People Skills ,[object Object],[object Object],[object Object],[object Object],[object Object]
Interpersonal Skills (3) People Skills ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A Knowledge Sharing Hint Knowledge-Ability Knowledge Knowledge Personal Experiences Knowledge- Ability
A Knowledge Sharing Hint Knowledge-Ability You have to let go If you want to grow …  Let Go & Grow Knowledge- Ability
MILKS & Rep-Res Responsibility Replication S L I M eniority oyalty ntegrity aturity Rep Res K nowledge
MILKS & Rep-Res S L I M Rep Res K - - + + Management Follow Up & Attention
SLIM & Rep-Res Responsibility Replication S L I M eniority oyalty ntegrity aturity Rep Res
SLIM & Rep-Res S L I M Rep Res - - + + Management Follow Up & Attention
Interpersonal Skills (4) People Skills LISTEN L I S T E N
Listening Skills (1) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Listening Skills (2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FILM
Leading Organizational Change (1) ,[object Object],[object Object],[object Object],[object Object]
Leading Organizational Change (2) ,[object Object],[object Object],[object Object]
Developing one’s own Leadership Skills
Decide to become a great leader ,[object Object],[object Object],[object Object],[object Object]
Develop and display High Personal Character (1) Learn to say “NO”
Develop and display High Personal Character (2) When needed … Terminate a Friend. You are fired
Develop and display High Personal Character (3) Have the will to take charge and make certain  that the group performs well.
Develop and display High Personal Character (4) Maintain an attitude of humility This will make you approachable.
Organizations that Transformed from Good  to  Great Culture of Discipline Technology Accelerators Confront the Brutal Facts Hedgehog Concept First Who... Then What Level 5 Leadership Disciplined People Disciplined Thought Disciplined Action Buildup ….. Breakthrough !
Organizations that Transformed from Good  to  Great Culture of Discipline Technology Accelerators Confront the Brutal Facts Hedgehog Concept First Who... Then What Level 5 Leadership Disciplined People Disciplined Thought Disciplined Action Buildup ….. Breakthrough !
Organizations that Transformed from Good  to  Great First Who... Then What Level 5 Leadership Disciplined People
Organizations that Transformed from Good  to  Great Level 5 Leadership 1 2 3 4 5
Level 5 Leaders 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 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 1 2 3 4 5
Level 5 Leaders 1 2 3 4 5
Develop and display High Personal Character (5) Have a mirror or an internal mentor.
Develop and display High Personal Character (6) ,[object Object],[object Object],Character Attitude Behavior
Develop New Skills ,[object Object],[object Object],[object Object],[object Object]
Identify Your Strengths ,[object Object],[object Object],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 Weaknesses and Make them Irrelevant ,[object Object],[object Object],[object Object],[object Object]
Spelling ,[object Object],[object Object]
Fix the Fatal Flaws ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Fix the Fatal Flaws ,[object Object],[object Object],[object Object],[object Object],[object Object]
Behavior with Subordinates ,[object Object],[object Object],[object Object]
Behavior towards Upper Management ,[object Object],[object Object],[object Object]
Behavior with Other Groups ,[object Object],[object Object]
Personal Attitudes and Values ,[object Object],[object Object],[object Object],[object Object],[object Object]
Increase the Scope of your Assignment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Connect with Role Models ,[object Object],[object Object]
Seek Feedback ,[object Object],[object Object],[object Object],[object Object],[object Object]
Watch the reality the Organization is Facing ,[object Object],[object Object],[object Object],[object Object],[object Object]
Learn to think Strategically Learn to think Strategically Learn to think Strategically Learn to think Strategically
Emotional Intelligence Emotional Intelligence Self Awareness Social Skills Self Regulation Empathy Motivation
Perfection or Excellence? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Excellence is journey. Perfection is destination.
A Communication Hint ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stimulus and Response Response Freedom To CHOOSE Stimulus
The Power of Choice Reaction Emotions Action Basic Relationship
Prepare for your Next Job ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Best Way to Predict the Future … Is to Invent it.
The 15 Rules of Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Idealistic Long-term perspective Anticipates Future Dreamer People believer Pioneering Sets Expectations Philosophical Achiever Strategic Thinker Outside the box Helpful Vision
The Four Intelligences Mental Physical Emotional Spiritual Vision Discipline Passion Conscience
Mental Physical Emotional Spiritual Vision Discipline Passion Conscience Vision Idealistic Long-term perspective Anticipates Future Dreamer People believer Pioneering Sets Expectations Philosophical Achiever Strategic Thinker Outside the box Helpful
What Leaders Do Jack Welch ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Manager or Leader? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Manager Leader
Manager or Leader? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Manager Leader
Leadership The Movie
THANK YOU
References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Leadership That Mysterious Talent (3)