People leadership

People Leadership
Mossaic Consultancy & Secretarial Services
Business Leadership Course
“Managing People and Processes”
Armed Forces Comptroller, 53-1 (Winter 2008), 35-38
Gave Seven Points
1. Demonstrate a Desire to Serve
2. Eliminate Process Interference Factors
3. Continually Improve the Process
4. Know Your People
5. Communicate Effectively
6. Listen to Understand
7. Be an Encourager
• I’ll follow a different outline today, but I’ll address these points
Managing People
and Processes
Leadership without management is
vision without fulfillment
Over-simplified
statements about L and M
• Leaders lead people; managers manage things
• Leaders work for change; managers work for stability
• Leaders focus on long-term; managers on short-term
• Leaders find new roads; mangers take existing roads
• Managers do things right; leaders do the right thing
Let’s sort this out
• My 2008 article in The Military Comptroller,
“Managing People and Processes,” says,
“Leadership without management is vision
without fulfillment.”
• Leaders must also be Managers of both people
and processes.—that is, the processes that
produce the product (accomplish the task or
mission), and the people doing it.
Three Challenges
1. Leading/Managing Yourself
2. Leading/Managing Processes
3. Leading/Managing People
Note: The three are interwoven
1. Lead & Manage Yourself
• Know Yourself
• Prioritize Your Life
• Manage Time Effectively
• Adjust to and Manage Change
• Be a Servant Leader and Manager
• Servanthood is a necessary prerequisite
Know Yourself
Believe in Yourself
If you think you can, or think you can’t—you’re right.
Henry Ford
Know Yourself
Be Committed
Commitment is the key to accomplishment.
Know Yourself
Persevere
Energy and persistence conquer all things.
Benjamin Franklin
Yourself
Prioritize Your Life
Right Priorities are key to Right Results
Yourself
Manage Time Effectively
Manage your time or it will manage you.
Yourself
Handle Change
We’ll focus on this next session
It is not necessary to change;
survival is not mandatory.
W. Edwards Deming
Yourself
Be a Servant Leader
Serve others and the organization
Leadership
Salient Points from Previous Presentation
• Traits
– Character
– Competency
– Confidence
• Styles
– Authoritarian
– Participative
– Delegative
Summary
Salient Points from Previous Presentation
• Know Yourself
– Believe in Yourself
– Be Committed
– Be a Servant
– Confidence
• Styles
– Authoritarian
– Participative
– Delegative
Right now, you may be asking:
Why spend time on the 1st point, Yourself,
when this session is titled
“Leading and Managing People and Processes” ??
Answer: Manage yourself; then Leading & Managing
Processes and Leading & Managing People becomes,
Well ? ? ? ?
So much more manageable
Process Focus
Without enough attention to People
Because Leaders Believe
• Followers always need direction
• Followers possess a lack of initiative
• Followers are indifferent to organizational needs
• Leaders should tell what to do and how to do it
People Focus
Without enough attention to Process
Because Leaders Believe
• Individual needs more important than organizational ones
• Followers’ happiness is most important —But dangers lurk
– Followers may not like it when they are directed
– Followers make take out frustrations elsewhere
– Follower’s happiness may not equate with success
– Followers’ happiness may not equate with self-esteem
Dual Focus
Mission (Processes) First; People Always
• Show group & individual needs consistent
• Be flexible, but expect task completion
• Expect increased self-esteem and productivity
2. Lead & Manage Processes
• Align processes with strategic plan
• Eliminate process interference factors
• Delegate processes to right person(s)
• Continually improve the processes
Process
Align Processes with Plan
• Know vision, mission, plan
• Determine how to fit process with the plan
• Identify needed adjustments to the process
• Make appropriate adjustments
• Monitor your adjustments; tweak them
• Change and Planning are in the next Presentation
Process
Eliminate Process Interference Factors
• Anything preventing performance of the process
• Often leadership’s failure to provide resources
– Time
– Tools
– Guidance
– Policies
– Facilities
– Training
• Subordinates can’t succeed without resources
• Leaders and Managers must monitor process and
remedy anything interfering with its completion
Process
Proper Delegation takes
• Time
• Training
• Trust
•Obviously, Delegation is also very
People-centered, but that’s the point:
You can’t separate People and Processes.
DELEGATE Processes
 Describe the task and expected results
 Explain the purpose
 List benefits —for Delegate, Organization, Customer
 Examine the skills and abilities
 Give authority; set limits —Time, Resources, etc.
 Assign resources — or else, Process is Interrupted
 Teach and establish control processes
 Express appreciation for a job well done
Process
•Continually Improve Processes Deming
PDSA Cycle —I quoted W. Edwards Deming earlier “It is not necessary
to change; survival is not mandatory.”
• He also said: If you can't describe what you are doing as a process, you
don't know what you're doing.”
• Plan: Develop a plan to improve the process
• Do: Execute the plan on a small scale
• Study: Confirm or make adjustments to the plan
• Act: Implement plan; study the adjustments
People leadership
3. Lead & Manage People
Communicate
Relate
Motivate
People
Communicate: Share Meaning Effectively
Yes, we discussed this in the previous session
If you can’t communicate, don’t try to lead
Communication Inventory
1—never 2—seldom 3—sometimes 4—usually 5—always
1. Do your words come out the way you want them to?
2. Do you understand what others say to you?
3. Do you tend to “tune out” those who disagree with you?
4. Do people understand your non-verbal behavior?
5. Is it difficult for you to express your ideas clearly?
6. Can you remain calm when you’re not making sense?
7. Do you try to put yourself into the other person’s shoes?
8. In a group, do you tend to talk more than other people?
9. Do people understand when you explain things?
10. Do you like to hear what others have to say?
Communication Inventory
1—never 2—seldom 3—sometimes 4—usually 5—always
Maybe not a 1 or a 5, but you’ll likely be closest to:
1. Do your words come out the way you want them to? 5
2. Do you understand what others say to you? 5
3. Do you tend to “tune out” those who disagree with you? 1
4. Do people understand your non-verbal behavior? 5
5. Is it difficult for you to express your ideas clearly? 1
6. Can you remain calm when things aren’t making sense? 5
7. Do you try to put yourself into the other person’s shoes? 5
8. In a group, do you tend to talk more than other people? 1
9. Do people understand when you explain things? 5
10. Do you like to hear what others have to say? 5
Communicate
Listening Effectively is key to sharing meaning
• Listening is the
neglected
communication skill
Communicate
Share Non Verbal Meaning
Actions speak louder than words.
Non
Verbal
Artificats
Space
Time
Word
Choice
Current
Behavior
Long‐term
Behavior
Communicate
Communication is necessary for Relating
People
Relate: Know your People
“What could I learn about my people
that would help me be a better leader?”
Relate
You won’t do great if you can’t relate
Some Things to Know
• Does the person like his/her job or position?
• How does the person get along with others?
• How well does the person perform on the job?
• What are his/her strengths and weaknesses?
• How does she/he react to criticism and crisis?
• What motivates the person to do his or her best ?
• What are the person's desires/aspirations/goals?
• Can I empathize (walk in the person’s shoes)?
• How can I build an appropriate relationship?
Ask WIFO
What’s in it for others?
We are in the world to help others.
Laurence Kline
My Approach to Motivation
Very Infreq Infreq Sometimes Freq Very Freq
1. I ask others what they hope to achieve.
2. I give them a reward before they begin.
3. Tasks can be designed to be self rewarding.
4. I figure if I am happy others will work hard.
5. I tell them if they are meeting expectations.
6. I believe fear motivates people to work.
7. I give much feedback to others.
8. A job well done is reward enough without praise.
9. I try to find what reward would appeal to them.
10. I recognize good work as soon as possible.
11. Heel-dragging usually means the person is lazy.
12. I assess their ability before assigning tasks.
Scoring
• For questions: 1, 3, 5, 7, 9, 10, 12
• VF = 5, F = 4,
• For questions:
S = 3 , I = 2 , VI = 1
2, 4, 6, 8, 11
• VI = 5, I = 4, S = 3 F = 2, VF = 1
You must Communicate and Relate If
you want to Motivate
The keys of Communication and Relation
unlock the door to Motivation
Motivate
Be an Encourager
Encouragement is the Breakfast of Champions
Ken Blanchard
Three Challenges
1. Leading/Managing Yourself
2. Leading/Managing Processes
3. Leading/Managing People
Mission (processes) first: People Always
“Managing People and Processes”
Armed Forces Comptroller, 53-1 (Winter 2008), 35-38
Gave Seven Points
• Demonstrate a Desire to Serve
• Eliminate Process Interference Factors
• Continually Improve the Process
• Know Your People
• Communicate Effectively
• Listen to Understand
• Be an Encourager
• I’ll followed a different outline today, but I addressed these
seven points as well as some others
The End of the Lesson
Tel: +267 77519513 / +267 75998864
Email: mossaicconsultancy@gmail.com
Website: https://mossaicconsultancy.wixsite.com/mossaicuniversity
1 von 45

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People leadership

  • 1. People Leadership Mossaic Consultancy & Secretarial Services Business Leadership Course
  • 2. “Managing People and Processes” Armed Forces Comptroller, 53-1 (Winter 2008), 35-38 Gave Seven Points 1. Demonstrate a Desire to Serve 2. Eliminate Process Interference Factors 3. Continually Improve the Process 4. Know Your People 5. Communicate Effectively 6. Listen to Understand 7. Be an Encourager • I’ll follow a different outline today, but I’ll address these points
  • 3. Managing People and Processes Leadership without management is vision without fulfillment
  • 4. Over-simplified statements about L and M • Leaders lead people; managers manage things • Leaders work for change; managers work for stability • Leaders focus on long-term; managers on short-term • Leaders find new roads; mangers take existing roads • Managers do things right; leaders do the right thing
  • 5. Let’s sort this out • My 2008 article in The Military Comptroller, “Managing People and Processes,” says, “Leadership without management is vision without fulfillment.” • Leaders must also be Managers of both people and processes.—that is, the processes that produce the product (accomplish the task or mission), and the people doing it.
  • 6. Three Challenges 1. Leading/Managing Yourself 2. Leading/Managing Processes 3. Leading/Managing People Note: The three are interwoven
  • 7. 1. Lead & Manage Yourself • Know Yourself • Prioritize Your Life • Manage Time Effectively • Adjust to and Manage Change • Be a Servant Leader and Manager • Servanthood is a necessary prerequisite
  • 8. Know Yourself Believe in Yourself If you think you can, or think you can’t—you’re right. Henry Ford
  • 9. Know Yourself Be Committed Commitment is the key to accomplishment.
  • 10. Know Yourself Persevere Energy and persistence conquer all things. Benjamin Franklin
  • 11. Yourself Prioritize Your Life Right Priorities are key to Right Results
  • 12. Yourself Manage Time Effectively Manage your time or it will manage you.
  • 13. Yourself Handle Change We’ll focus on this next session It is not necessary to change; survival is not mandatory. W. Edwards Deming
  • 14. Yourself Be a Servant Leader Serve others and the organization
  • 15. Leadership Salient Points from Previous Presentation • Traits – Character – Competency – Confidence • Styles – Authoritarian – Participative – Delegative
  • 16. Summary Salient Points from Previous Presentation • Know Yourself – Believe in Yourself – Be Committed – Be a Servant – Confidence • Styles – Authoritarian – Participative – Delegative
  • 17. Right now, you may be asking: Why spend time on the 1st point, Yourself, when this session is titled “Leading and Managing People and Processes” ?? Answer: Manage yourself; then Leading & Managing Processes and Leading & Managing People becomes, Well ? ? ? ? So much more manageable
  • 18. Process Focus Without enough attention to People Because Leaders Believe • Followers always need direction • Followers possess a lack of initiative • Followers are indifferent to organizational needs • Leaders should tell what to do and how to do it
  • 19. People Focus Without enough attention to Process Because Leaders Believe • Individual needs more important than organizational ones • Followers’ happiness is most important —But dangers lurk – Followers may not like it when they are directed – Followers make take out frustrations elsewhere – Follower’s happiness may not equate with success – Followers’ happiness may not equate with self-esteem
  • 20. Dual Focus Mission (Processes) First; People Always • Show group & individual needs consistent • Be flexible, but expect task completion • Expect increased self-esteem and productivity
  • 21. 2. Lead & Manage Processes • Align processes with strategic plan • Eliminate process interference factors • Delegate processes to right person(s) • Continually improve the processes
  • 22. Process Align Processes with Plan • Know vision, mission, plan • Determine how to fit process with the plan • Identify needed adjustments to the process • Make appropriate adjustments • Monitor your adjustments; tweak them • Change and Planning are in the next Presentation
  • 23. Process Eliminate Process Interference Factors • Anything preventing performance of the process • Often leadership’s failure to provide resources – Time – Tools – Guidance – Policies – Facilities – Training • Subordinates can’t succeed without resources • Leaders and Managers must monitor process and remedy anything interfering with its completion
  • 24. Process Proper Delegation takes • Time • Training • Trust •Obviously, Delegation is also very People-centered, but that’s the point: You can’t separate People and Processes.
  • 25. DELEGATE Processes  Describe the task and expected results  Explain the purpose  List benefits —for Delegate, Organization, Customer  Examine the skills and abilities  Give authority; set limits —Time, Resources, etc.  Assign resources — or else, Process is Interrupted  Teach and establish control processes  Express appreciation for a job well done
  • 26. Process •Continually Improve Processes Deming PDSA Cycle —I quoted W. Edwards Deming earlier “It is not necessary to change; survival is not mandatory.” • He also said: If you can't describe what you are doing as a process, you don't know what you're doing.” • Plan: Develop a plan to improve the process • Do: Execute the plan on a small scale • Study: Confirm or make adjustments to the plan • Act: Implement plan; study the adjustments
  • 28. 3. Lead & Manage People Communicate Relate Motivate
  • 29. People Communicate: Share Meaning Effectively Yes, we discussed this in the previous session If you can’t communicate, don’t try to lead
  • 30. Communication Inventory 1—never 2—seldom 3—sometimes 4—usually 5—always 1. Do your words come out the way you want them to? 2. Do you understand what others say to you? 3. Do you tend to “tune out” those who disagree with you? 4. Do people understand your non-verbal behavior? 5. Is it difficult for you to express your ideas clearly? 6. Can you remain calm when you’re not making sense? 7. Do you try to put yourself into the other person’s shoes? 8. In a group, do you tend to talk more than other people? 9. Do people understand when you explain things? 10. Do you like to hear what others have to say?
  • 31. Communication Inventory 1—never 2—seldom 3—sometimes 4—usually 5—always Maybe not a 1 or a 5, but you’ll likely be closest to: 1. Do your words come out the way you want them to? 5 2. Do you understand what others say to you? 5 3. Do you tend to “tune out” those who disagree with you? 1 4. Do people understand your non-verbal behavior? 5 5. Is it difficult for you to express your ideas clearly? 1 6. Can you remain calm when things aren’t making sense? 5 7. Do you try to put yourself into the other person’s shoes? 5 8. In a group, do you tend to talk more than other people? 1 9. Do people understand when you explain things? 5 10. Do you like to hear what others have to say? 5
  • 32. Communicate Listening Effectively is key to sharing meaning • Listening is the neglected communication skill
  • 33. Communicate Share Non Verbal Meaning Actions speak louder than words. Non Verbal Artificats Space Time Word Choice Current Behavior Long‐term Behavior
  • 35. People Relate: Know your People “What could I learn about my people that would help me be a better leader?”
  • 36. Relate You won’t do great if you can’t relate
  • 37. Some Things to Know • Does the person like his/her job or position? • How does the person get along with others? • How well does the person perform on the job? • What are his/her strengths and weaknesses? • How does she/he react to criticism and crisis? • What motivates the person to do his or her best ? • What are the person's desires/aspirations/goals? • Can I empathize (walk in the person’s shoes)? • How can I build an appropriate relationship?
  • 38. Ask WIFO What’s in it for others? We are in the world to help others. Laurence Kline
  • 39. My Approach to Motivation Very Infreq Infreq Sometimes Freq Very Freq 1. I ask others what they hope to achieve. 2. I give them a reward before they begin. 3. Tasks can be designed to be self rewarding. 4. I figure if I am happy others will work hard. 5. I tell them if they are meeting expectations. 6. I believe fear motivates people to work. 7. I give much feedback to others. 8. A job well done is reward enough without praise. 9. I try to find what reward would appeal to them. 10. I recognize good work as soon as possible. 11. Heel-dragging usually means the person is lazy. 12. I assess their ability before assigning tasks.
  • 40. Scoring • For questions: 1, 3, 5, 7, 9, 10, 12 • VF = 5, F = 4, • For questions: S = 3 , I = 2 , VI = 1 2, 4, 6, 8, 11 • VI = 5, I = 4, S = 3 F = 2, VF = 1
  • 41. You must Communicate and Relate If you want to Motivate The keys of Communication and Relation unlock the door to Motivation
  • 42. Motivate Be an Encourager Encouragement is the Breakfast of Champions Ken Blanchard
  • 43. Three Challenges 1. Leading/Managing Yourself 2. Leading/Managing Processes 3. Leading/Managing People Mission (processes) first: People Always
  • 44. “Managing People and Processes” Armed Forces Comptroller, 53-1 (Winter 2008), 35-38 Gave Seven Points • Demonstrate a Desire to Serve • Eliminate Process Interference Factors • Continually Improve the Process • Know Your People • Communicate Effectively • Listen to Understand • Be an Encourager • I’ll followed a different outline today, but I addressed these seven points as well as some others
  • 45. The End of the Lesson Tel: +267 77519513 / +267 75998864 Email: mossaicconsultancy@gmail.com Website: https://mossaicconsultancy.wixsite.com/mossaicuniversity