Coach Yourself. Developing Leadership Skills
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Coach Yourself. Developing Leadership Skills
- 3. www.luxoft.com Introduction Svetlana Mukhina ICAgile ICP, ICP-ATF, ICP-BVA, PSM I Agile and Career Coach at Luxoft Agile Practice Experience: 12+ years in IT, Project and department management, Computer Linguistics, Technical Writing, Quality Assurance Interests: Project management, Agile transformation, Career and performance coaching, Psychology Hobbies: Horse riding, music, poker, travelling
- 5. www.luxoft.com Situational Leadership The fundamental underpinning of the situational leadership theory is that there is no single "best" style of leadership. Successful leaders can change their leadership styles based on the maturity of the people they're leading and the details of the task.
- 6. www.luxoft.com PDCA - Deming Cycle
- 7. www.luxoft.com Well Designed Result Transition Plan Challenges Resources First Step Current State Criteria (VAK) Context Secondary Benefit Tried solutions Desired State Criteria (VAK) Context Positive statement Realistic and Relevant Eco-friendly
- 8. www.luxoft.com Decision Making. Choice Between Two Options. Draw visual line on a floor o The center of the line is the “now” moment o On the one end of the line there is choice #1 o On the other end there is the choice #2 Stand on “now” marker facing one of the choices Start moving backward to one of the choices While moving, feel how you are approaching one of the choices, but leaving the other While moving, tell how you will be approaching the choice. o Come to a city of relocation to get more familiar with it o Prepare documents for relocation o Sell the car o Moving the furniture out of the rent flat o Do the same movement to the other side o When done both sides, stand on the “now”, close the eyes, put your arms on sides, find the balance You should move with your back to the choice you are approaching. You should “see” the choice you are leaving
- 10. www.luxoft.com Chocolate of Lady Godiva Be careful when using this technique – you hardly can like doing everything Create a motivational picture about something that you enjoy doing e.g. eating chocolate; Visualize a task picture about the activity, that you need to do and you would like doing it with pleasure; Ask yourself about resistance caused by the task picture. Stop the technique in case of strong disagreement; Visualize the task picture in front of the pleasure picture; Create a small hole in the task picture, so you can see the pleasure one through it; Widen the hole till you get pleasant feeling from the pleasure picture; Start closing the hole in task picture, but keeping the feeling of pleasure picture; Do the steps 3 times. The point is to stick the task picture with pleasant feeling from the pleasure picture; Check how your motivation about the task has changed;
- 12. www.luxoft.com To Read on Leadership "Leading through conflict" by Gerzon Mark "Why should anyone be led by you?" by Goffee Rob and Jones Gareth 5-D Leadership: "Key Dimensions for Leading in the Real World” by Campbell Scott and Samiec Ellen “True North: Discover Your Authentic Leadership” by Bill George and Peter Sims "Tribes: We Need You to Lead Us" by Seth Godin The Steve Jobs Way: iLeadership for a New Generation Hardcover by Jay Elliot and William L. Simon “Predictable Results in Unpredictable Times” by Covey Stephen, Breck England и Bob Whitman "What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation" by Hamel Gary “Mr. Leader: Самоучитель по лидерству в иллюстрациях” Владимир Воронов
- 13. www.luxoft.com
Hinweis der Redaktion
- Be strong not rude Kind not weak Bold not bully Proud not arrogant Think as you like, but behave like others No risk is the biggest risk Vision Integrity Courage Responsibility
- One Size Doesn’t Fit All The core foundation of the Situational Leadership Model is the belief that there is no single “best” approach to leadership. Instead, effective leadership is viewed as task-relevant. Therefore, the most successful leaders are the ones who are able to adapt their leadership styles across a broad range of varying maturity levels readily present within the average organization. Also factoring into the choice for leadership style are the individual employees’ willingness and ability to take responsibility for the task as well as their applicable education and experience. Given the wide level of variance in these factors, choices surrounding leadership are highly subjective in regard to the person or work group that is being influenced as well as the specific job or function that has been assigned – a situation some say lends itself perfectly to the Situational Leadership Model. The Four Styles of Situational Leadership Though it’s meant to provide extreme adaptability, there are four basic styles when it comes to the Situational Leadership Model, each custom tailored to elicit the highest productivity from each employee or group. As you’ll see, there is a clear distinction between productivity and employee-development, with the first two styles (telling and selling) focused on accomplishing the task while styles three and four (participating and delegating) are more concerned with the personal development of team members. Telling – Within this style, a leader will specifically instruct subordinates what to do and how to do it. This style is used at length within the law enforcement and military communities as well as on manufacturing assembly lines, providing a means of managing a diverse group of people that span a wide range of experience and maturity levels. Selling – Information and direction will still be provided by the manger in this style of leadership but there’s also more two-way communication with subordinates. Within this role, leaders “sell” their message to get employees on board, persuading them to work toward the common goal. A perfect example of this type of leadership is often found in an internship situation, with the success of this approach dependent upon whether the student or apprentice learner is excited and self-motivated to be on the job. Participating – With participation, leaders can focus more on relationships and less on direction. In doing so, the Situational Leadership manager works closely with the team and shares decision-making responsibilities. This style is often used by corporate leaders who are attempting to influence a board of directors toward developing a new policy for which there is no proven history or established practice. Delegating – Although the leader will still monitor task- and organizational-progress, he or she will pass much of the responsibility for the execution and completion of the established goals onto the individual subordinates or dedicated work groups. By delegating, the leader is usually less involved with decisions and is therefore able to focus on the work and achievements of subordinates, as seen commonly in the freedom given to tenured professors who are allowed to teach in the manner they believe is most effective while being monitored by a dean or department head.
- Decide on a scale of 1-10 – where 1 represents a total absence of positive feelings and 10 represents completely positive http://www.positive-living-now.com/how-to-map-your-happiness/