Before developing the Leadership Skills, it is very significant for a Leader to understand the right attitude of Leader. This presentation gives a clarity on the right attitude a Leader should develop and then it gives a clarity on the qualities and skill sets he needs to develop to become an effective leader.
4. 4
• Leadership
• Making of a Leader
Clarity of Purpose
Attitude of Leader
Vision & Goals
Inspiration and Motivation
• Competencies of a Leader
Knowledge
Skills
Qualities & Values
4
12. 12
12
Why are they
Leaders?
What are
the common
things you
find in all of
them?
Teresa
Steve
Jobs
Vivekananda
Tell me some of the leaders you know
Gandhi
Prophet
Muhammad
17. 17
17
I don’t have the
necessary
education
I am not born
with a rich family
I am not good
in
mathematics
I am not
intelligent
I am too old
I am too
young
I am Fat
I am bald
I am poor in
communication
I am dark
18. 18
18
I respect myself
I feel confident
about myself I am Happy
I feel proud
for how far I
have come in
my life
I have faith in
how far I can
go with my
life
I have broad
vision in my life
I am honest
to myself
I am a quick
learner
I am open to
learn and grow
I believe in
myself
19. 19
19
Fake it till you Make it
If you do not feel positive naturally then
23. 23
23
•What is the important difference
between an individual star role and
a Leadership role?
•There is no guarantee that a great
executor will become a successful
leader.
•Lack of clarity in understanding of
the Role and its expectations will
lead to failure in the Role
Individual do things,
Leader get things
done…
24. 24
24
Not all managers
are Leaders but
all leaders are
managers
Which is better being a Leader or a Manager ?
25. 25
25
Drives employees
Depends on Authority
Inspires fear
Says I
Places blame for the breakdown
Tell how it is done
Uses people
Takes credit
Commands
Says “Go”
Coaches Them
On Goodwill
Generates enthusiasm
Says We
Fixes the breakdown
Shows how it is done
Develops people
Gives credit
Asks
Says “Let’s Go”
26. 26
26
Leadership is not a
title, it is the
position that must
be earned.
“One can become Manager by Title, but Leader only
by Inspiration”
Clarity of Purpose
28. 28
28
Continuous self development and continuous
team development leads to continuous
improvement in the productivity and will result in
higher achievement of Goals & Vision
WIN – WIN – WIN
Approach
Clarity of Purpose
29. 29
29
•A leader plans,
delegate, direct,
controls , motivates,
develops, follows
up, gives feedback
& leads from front
until they achieve
the vision
.
38. 38
38
There will never be a surplus situation and there
will always be limited resources.
If things are surplus, there is no need for manager.
The need for a Manager/Leader arise only
because things are not perfect.
e.g.House keeper, Trainer, Store manager
39. 39
39
No Problem No need for a Leader/ Manager
Problem Need for a Leader/ Manager
Bigger
Problem
Need for effective Leader/ Manager
40. 40
40
When you become better and better as a leader, you
will grow higher and higher in your career.
E.g.: Leader = 2,000 SR Leader =200,000 SR
WHICH IS 100X MORE?
WHAT IS THE DIFFERENCE?
44. 44
44
No Vision No Leader
When Vision
Perish
The Leader Perish
When Vision
is reached The need of a Leader dies
When a vision is born, a leader is born.
48. 48
48
To inspire, one should be committed to his vision.
Commitment to vision brings conviction.
Conviction gives strength to persuade and inspire.
“ You cannot sell
what you do not
believe yourself ”
49. 49
49
People don’t care how
much you know unless
they know how much you
care
With genuine care when you
add value to your people for
their betterment, they will
follow you.
Create Hunger in your
team. Keep them always
hungry and feed them
always by value addition.
Welcome the delegates to the workshop
Welcome the participants.
Tend to all administrative issues.
Ensure that all participants have signed the attendance register .
Take note of delegates that are late for the session. Indicate this on the attendance register.
Ask delegates to write their names on the tent cards that have been provided.
Introduce yourself briefly. Explain your role as a trainer and present the opportunity for the participants to maximize their learning from the program.
Time required for the ice breaker:
10 minutes for discussion between the pairs
2 minutes per participant to introduce his/her partner based on the discussion held
Each member should share the following with his/her partner:
Name, Concept, no of years with the organisation
Best boss worked with till date (Landmark/non landmark)? Why was he/she the best? What were his or her practices that impressed the learner?
Instructions for the facilitator:
Reflect on the experiences that the learners share and utilise these at appropriate times during the session.
Time required for the ice breaker:
10 minutes for discussion between the pairs
2 minutes per participant to introduce his/her partner based on the discussion held
Each member should share the following with his/her partner:
Name, Concept, no of years with the organisation
Best boss worked with till date (Landmark/non landmark)? Why was he/she the best? What were his or her practices that impressed the learner?
Instructions for the facilitator:
Reflect on the experiences that the learners share and utilise these at appropriate times during the session.
Enumerate… (Put an image... Sachin tendlekar
Extrovert (put pix of steve jobs) / Introvert (Bill Gates)
Transition pix
Welcome the delegates to the workshop
Welcome the participants.
Tend to all administrative issues.
Ensure that all participants have signed the attendance register .
Take note of delegates that are late for the session. Indicate this on the attendance register.
Ask delegates to write their names on the tent cards that have been provided.
Introduce yourself briefly. Explain your role as a trainer and present the opportunity for the participants to maximize their learning from the program.
Man in suit besdie Bigger returns
There are some relatively common styles of management that are anything but models of good leadership.
Post hoc Management: A poor, but common style. The basic principle of post-hoc management is that, as judge and jury, the manager is always right and never to blame. In this way they can remain secure in their job.
Micromanagement: Controls every detail. The manager in question acts as if the subordinate is incapable of doing the job, giving close instruction and checking everything the person does. They seldom praise and often criticize. Whatever their subordinates do, nothing seems good enough. It is the opposite of leadership.
Seagull Management: Flying in, allege you and flying off again. When they are there, they typically give criticism and direction in equal quantities, often without any real understanding of what the job entails. Then before you can object or ask what they really want, they have an 'important meeting' to go to.
Mushroom Management: Keep them in the dark. You get to do all the work that they do not want. They do not communicate and generally ignore you, so you do not know their plans or what else might be going on in the organization
Kipper Management: Two-faced approach. Fish might unfairly be accused of being two-faced, as you only get to see one side at once. This principle is also applicable to the two-faced manager who has different faces and styles depending on the situation.
When they are with more senior managers they are typically model employees, putting business first and themselves last. Yet with their subordinates, the reverse is often true, with the individuals carrying the can for both pulling out the stops to get things done in time and then blame when things go wrong through no fault of their own.