Leadership tools and resources.

1. 10 TOOLS
TO HELP YOU HONE
YOUR LEADERSHIP
SKILLS

2. 1
LEADERSHIP
STYLES

3. THE NEED TO ADAPT STYLES
Every manager tends to have a preferred leadership
style, but for real effectiveness it is necessary for
leaders to shift leadership styles according to
circumstances.
Hersey & Blanchard's Situational
Leadership Model sets up :
●
a contingency approach to
leadership
●
that matches leadership style to
situation
●
and the readiness of the followers.
Sources : Business Development UK
& Insights On Leadership
Influence Behaviors

4. LEADERSHIP STYLES
No leadership style is right or wrong,
but only contingent to the situation.
Effective leaders are
versatile, i.e. they
are able to move
around the matrix in
accordance with the
situation.
Influence Behaviors

5. CONTINGENCY MADE SIMPLE
Appropriate leadership behavior is dependent on the
situation (contingency).
Leaders should take into consideration several
factors before choosing a specific leadership style
appropriate for the group, including :
1) The type of task. 2) How well group
members work
together.
3) How well group
members work
with the leader.
4) The maturity
level or readiness
of the followers.

6. 2
LEADERSHIP
POWERS

7. THE NEED FOR DIFFERENT POWERS
When leading your team or organization, the secret to
getting superior results lies in the ability to “marshal
different sources of influence” (Joseph Grenny), or
sources of power.
Leading by using only
Position Power
Leading by mobilizing
several sources of power

8. 5 BASES OF POWER
French & Raven

9. 5 BASES OF POWER
French & Raven
Coercive Power :
comes from the belief that a
person can punish others for
noncompliance.
Referent Power :
is the result of a person's
perceived attractiveness,
worthiness, and right to
respect from others.
Expert Power :
is based on a person's
superior skill and knowledge.
Legitimate Power :
comes from the belief that
a person has the formal
right to make demands, and
to expect compliance and
obedience from others.
Reward Power :
results from one
person's ability to
compensate another
for compliance.

10. 3
LEADERSHIP
CHARISMA

11. WHAT IS CHARISMA ?
“to affect and influence others at a deep
emotional level, to communicate effectively
with them, and to make strong interpersonal
connections.”
Ronald Riggio, The Charisma Quotient.
CHARISMA is a set of social
skills enabling an individual
(the leader)

12. THE NEED FOR CHARISMA
Charisma is an individual competency of the leader,
a form of influential power, and interpersonal
attraction that inspires support and acceptance.
CHARISMA
●
Trustworthiness
●
Influence
●
Natural authority
●
Presence
●
Warmth
●
Power
LEAD
INPUT OUTPUT

13. 3 ELEMENTS OF CHARISMA
PRESENCE
●
Focus (100% present)
●
Active listening
●
Assertiveness
WARMTH
POWER
●
Show respect
●
Show you care
●
Positivity
●
Enthusiasm
●
Your special
skills as a
source of
power
●
Master your
body language
●
Make eye
contact
●
Vocal
intonation
Adapted from Dan Schawbel

14. 6 BUILDING BLOCKS OF CHARISMA
Adapted from Ronald Riggio,
The Charisma Quotient
EMOTIONAL
EXPRESSIVENESS EMOTIONAL
SENSITIVITY
EMOTIONAL
CONTROL
SOCIAL
EXPRESSIVENESS
SOCIAL
SENSITIVITY
SOCIAL
CONTROL

15. 6 BUILDING BLOCKS IN DETAIL
Adapted from Ronald Riggio, The Charisma Quotient
EMOTIONAL
EXPRESSIVENESS EMOTIONAL
SENSITIVITY
EMOTIONAL
CONTROL
SOCIAL
EXPRESSIVENESS
SOCIAL
SENSITIVITY
SOCIAL
CONTROL
Expressing your feelings spontaneously
and genuinely will allow you to affect the
moods and emotions of others.
The ability to fit in with all
sorts of people.
Skill in reading and interpreting social
situations, being able to listen to others,
and be "in tune" with them.
Verbal communication skill and the
ability to engage others in social
interaction.
The ability to control and regulate
your emotional displays.
The ability to read others' emotions,
and make an emotional connection by
responding to their feelings.

16. 4
LEADING
CHANGE

17. BUILDING SUCCESSFUL CHANGE
1
Create a sense
of urgency
8
Institute
Change
2
Build a guiding
coalition
3
Form a
strategic vision
and initiatives
4
Enlist
a volunteer
army
5
Enable
action by
removing
barriers
6
Generate
Short-term
Wins
7
Sustain
Acceleration KOTTER'S
8-STEP
CHANGE
PROCESS
Source : Kotter International

18. MANAGING COMPLEX CHANGE
Adapted from Knoster, Villa, & Thousand (2000), A Framework for Thinking About Systems Change.

19. PERSONAL CHANGE
Source : Businessballs
Fisher’s Personal Transition Curve , 2012

20. 5
LEADING
TEAMS

21. TEAM BUILDING PROCESS
Tuckman's Team & Group Development Model
- Little agreement
- Unclear purpose
- Guidance and
Direction from
the Leader
Forming
- Conflict
- Increased clarity
of purpose
- Power struggles
- Coaching
Storming
- Agreement and
consensus
- Clear roles and
Responsibility
- Facilitation
Norming
- Clear vision and
purpose
- Focus on goal
achievement
- Delegation
Performing
- Task completion
- Good feeling about
achievements
- Recognition
Adjourning

22. TEAM LEADERSHIP STYLES
Source :
Australian Leadership Foundation

23. LEADERSHIP COMMUNICATION
VISION
PLAN
DELEGATE
COACH
MOTIVATE
Visualizing and verbalizing the
message.
Describing the steps the organization
needs to take to fulfill the vision.
Defining individual roles and team
responsibilities.
Advising, counseling, and listening.
Recognizing the contributions of
others.





Leadership Process Communication Action

24. 5 DYSFUNCTIONS OF A TEAM
THE ROLE OF THE LEADER
Patrick Lencioni's Model
Build trust

25. 6
BEING A
MOTIVATIONAL
LEADER

26. THE MOTIVATIONAL LEADER
INSPIRING
(Vision and Sensemaking)
●
Communicating thoroughly on
vision and strategy.
●
Helping people see how their
work fits.
●
Providing team with sense of
purpose.
●
Being a sound advisor &
building credibility through in-
depth knowledge.
●
Being a problem-solver and
creating solutions.
MANAGING MOTIVATION TRIGGERS
●
Deep understanding of motivation at work.
●
Enthusiasm, a positive mindset, and self-motivation.
●
Motivating others to high performance.
●
Energizing others to go the extra mile.
LEADING BY EXAMPLE
(Role Modeling)
●
Modeling core values.
●
Building trust.
●
Displaying high integrity and
honesty.
●
Acting consistently and
following through on
promises.
●
Promoting cooperation in the
work group.

27. MOTIVATION TRIGGERS
Managing effectively these factors will create motivation.
Sources of
MOTIVATION
Autonomy
Suitable Delegation
Influence on
Decision-Making
Quality of workplace
relationships
Career opportunities
Salary, Coms & Bens
Working conditions
& well-being
Communicating on Strategy
SMART goals
Cooperation and
Social Support
Hierarchical
Support
Trust in the
workplace
Skills development
Organizational
Justice & Equity
Recognition

28. 7
LEADING
NEGOTIATIONS

29. NEGOTIATION SKILLS
Negotiation is part of (organizational) life.
Leading a team, a department or an organization
requires to develop astute negociation skills, to deal
with difficult people or situations.
“In business as in life, you don't get what you
deserve, you get what you negotiate.”
Chester L. Karrass

30. NEGOTIATION PROCESS
PREPARE
DISCUSS
PROPOSEBARGAIN
AGREE
AGREEMENT :
● Finalizing the deal
● Formulating an agreement
● Securing implementation
PREPARATION :
● Fact finding, exploration
● Preparation and planning
DISCUSSION :
● Information sharing
● Definition of ground rules
● Building understanding
PROPOSITION :
● Negotiation strategies
● Clarification and justification
BARGAINING :
● Getting and making
concessions
● Problem solving
● Overcoming resistance
● Moving towards an agreement

31. NEGOTIATION PROCESS
● Know the actors - Assess objectives, yours and theirs.
● Decide on areas of possible flexibility.
● Plan approach and sequence of events.
PREPARE
DISCUSS
PROPOSE
AGREE
BARGAIN
● Exchange positions and issues.
● Create a constructive working climate.
● Listen carefully, and question thoroughly.
● Specify what you want.
● Seek compromise – Get a win/win if possible.
● Remember optimum and fallback positions.
● Solve problems and overcome resistance.
● Don't concede without exchanging.
● Reiterate the value of your solution.
● Formulate an agreement.
● Secure implementation.
● Review your negotiating experience.

32. NEGOTIATION STYLES
IMPORTANCE OF RELATIONSHIP
IMPORTANCE OF OUTCOME
Split the difference
Selecting a strategy depends on 2 basic concerns

33. 8
BUILDING A
SUCCESSFUL
LEADERSHIP
MINDSET

34. MINDSET PERFORMANCE LOOP
Source : Shane Cradock, How To Change Your Mindset.

35. 8 MINDSETS FOR SUCCESS
GROWTH
MINDSET
ABUNDANCE
MENTALITY
POSITIVE
THINKING
SOLUTION
ORIENTED
PROACTIVE
MINDSET
OPTIMAL
THINKING
AGILE
THINKING
REGRET
MINIMIZA
TION
Source : Upgrade your mindset to the
superhuman version, Blaz Kos.

36. 8 MINDSETS FOR SUCCESS
1/2
Source : Upgrade Your Mindset To The Superhuman Version, Blaz Kos.

37. 8 MINDSETS FOR SUCCESS
Source : Upgrade Your Mindset To The Superhuman Version, Blaz Kos.
2/2

38. GUIDING BEHAVIOR CHANGE
Sources : Grindley & Prochaska
Create awareness
Change values &
beliefs
Persuade and
motivate
Educate
Facilitate action
Reinforce changes

39. 9
POWERFUL
LEADERSHIP
COMMUNICATION

40. 6 PRINCIPLES OF PERSUASION
RECIPROCITY SCARCITY AUTHORITY
CONSISTENCY LIKING CONSENSUS
Adapted from Robert Cialdini, Influence At Work
The key to using the principle
of reciprocation is to be the
first to give and to ensure that
what you give is personalized
and unexpected.
Point out what is unique about
your proposition and what they
stand to lose if they fail to
consider your proposal.
People follow the lead of
credible knowledgeable experts
People like to be consistent with
the things they have previously
said or done. Consistency is
activated by looking for and
asking for small initial
commitments that can be made.
According to pursuasion
science we like people who are
similar to us, we like people
who pay us compliments and
we like people who cooperate
with us towards mutual goals.
When uncertain, people will look
to the actions and behaviors of
others to determine their own.
Just point to what many others
are already doing or thinking
especially many similar others.

41. MONROE'S MOTIVATED SEQUENCE
Source : Understanding Persuasion, Tools4Management.
HOOK NEED SOLUTION VISUALIZATION ACTION
Engage attention Narrate problems
Offer the easiest
way out
Create a startling
picture of the
situation
Repeat the steps
and motivate
to act
The Attention Step:
State clearly your
purpose and let the
audience know what
to expect from the
speech.
The Need Step:
You need to
show that the
problem exists in
the lives of your
audience.
The Solution Step:
involves deriving a
reasonable plan that
can actually solve
problem.
The Visualization
Step:
requires creation
of a visual image
of audience acting
towards a specific
response.
The Action Step:
repeat the need,
visualization
steps,
satisfaction, and
thereby directing
them to act.
Call to action.

42. How to gain engagement
Employee Engagement Pyramid, Melcrum (2006)
MELCRUM'S ENGAGEMENT MODEL
I AM
COMMITTED
TO ACT
I BELIEVE
I UNDERSTAND
THE MESSAGE
I AM AWARE OF THE MESSAGE
Employees are familiar with the
strategy and how it helps the
company meet its objectives.
Employees learn the reasons behind
the company's objectives and begin
to understand their role in making
the company successful.
Employees subscribe to the values
and objectives of the company in
the project being developed.
Employees believe the company meets
their needs. They buy in and are willing
to help the company meet its objectives.
Communicate
thoroughly at
every stage
Explain
Adapte arguments to
different audiences
Convince
Provide powerful data
Communicate on short-
term wins
Trigger action
Call to action and lean on a
volunteer coalition
LEADERSHIP ACTIONSEMPLOYEES' BEHAVIORS

43. 10
LEADERSHIP
RESOURCES

44. SUSTAINABLE LEADERSHIP
Leadership is not a sprint, it is a marathon.
Sustainable leadership requires to renew ressources as
important inputs are regularly thrown into the process.
Effective
Leadership
Process
Leadership
Outputs
INPUTS
TO BE
RENEWED
Desired
Outcomes

45. ALL A MATTER OF INPUTS
Diamond of Leadership Resources
Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES
No input, no output.
Renewing quality inputs
and revitalizing resources
enables to prevent :
●
Burnout ;
●
Obsolescence ;
●
Performance fails ;
●
Deficient outcomes.

46. LIFELONG LEARNING
●
Growth Mindset (vs fixed mindset).
●
Learning to learn.
●
Seizing every opportunity lo learn
(formal or informal learning).
●
Taking advantage of online
education (Moocs, webinars,
podcasts, elearning nuggets ...)
●
Joining a community of learners...
Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES
“Continuous learning is the minimum
requirement for success in any field.”
Brian Tracy.

47. CONTINUOUS IMPROVEMENT
●
Applying the 4 stages of PDCA to
improve every domain, comprising
self-management.
●
Importance of goal-setting and
action plans (+ evaluation).
●
Seeking challenges and actualizing
one's potential by getting out of the
comfort zone.
●
Capitalizing and thriving on feedback.
“Be relentless in the quest for improvement
and continuous self-renewal.”
Stephen R. Covey.
Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES

48. PERSONAL RESOURCES
●
Developing self-awareness and
emotional intelligence.
●
Managing motivation.
●
Managing stress.
●
Managing time and priorities.
●
Managing energy (opportunities to
resource oneself, performance
rituals, healthy life habits).
●
Developing coping and resilience
skills.
“All leadership begins with self-leadership.”
Jim Cathcart.
Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES

49. Resourceful
Network
Lifelong
Learning
Continuous
Improvement
Personal
Resources
LEADERSHIP
RESOURCES
A RESOURCEFUL NETWORK
●
Developing social intelligence &
social skills.
●
Developing other leaders you can
count on and delegate to.
●
Making connections and joining
networks (afterworks, professional
club, community of practice …)
●
Solliciting external ressources :
experts & counselors, different
partnerships, mentors & helpers,
schools ...
“No man is an island.” John Donne.

50. “IF YOUR ACTIONS
INSPIRE OTHERS
TO DREAM MORE,
LEARN MORE,
DO MORE AND
BECOME MORE,
YOU ARE A LEADER.”

51. ●
Tools 4 Management (link).
●
Mind Tools (link).
●
Bookboon (link).
●
Leadership Illustrated (link).
●
Charisma Made Simple (link).
●
Getting Results (link).